Once opportunities have been identified, the strategy turns inward to look at the credit union strengths and weaknesses, and asks if key processes are in place to support the chosen competitive advantage. Still trying to find the time to put together a beautifully written, well-researched, comprehensive marketing plan? This second example is less detailed than the previous one but still follows the same general model. Is it one with broad demographics, and thus broad growth potential? Hilton and Associates, a top provider of credit union services, to work on strategic planning. Hunt said the point is to set the overarching goals for the institution for a set period of time, usually 3 to 5 years into the future. Everyone agrees the financials are important, but if we want to say our members come first, how are we measuring that? The one who will dominate every discussion. .
Whatever direction you decide to go, having a target market will help get the best bang for your marketing buck, eliminating the guesswork and optimizing your marketing resources. Are there new entrants into the market? Contact Successful Agendas for Strategic Planning Sessions As credit unions make preparations for upcoming strategic planning sessions, integrating the strategic framework into the structure of their agenda can increase the likelihood of a productive and enjoyable session. Once they have been determined, you will be able to decide which delivery channels to use to distribute your messages. We work tirelessly to protect your best interests in Washington and all 50 states. Vincent Hui is a senior director with Cornerstone Advisors, which is based in Scottsdale, Ariz. Market Expansion and Retention We have a strong presence in our two-county market. It is important that the strategic plan is written in a way that is unambiguous and can be understood by all relevant persons.
Evaluation of product demand requires consideration from three distinct angles: matching members with offerings, ensuring offerings meet member needs, and creating new offers to meet new expectations. This enables them to devise a genuinely market-driven strategy. With some foresight, credit unions can integrate this model into the structure of their planning session agenda. This comprehensive, bottom-up process is designed to start with the member and finish up with measurable, market-driven strategic objectives. Last week's article, , set the strategic framework for a planning model that focuses on identifying and enhancing an organization's sustainable competitive advantage; this week we'll look at how that framework can be implemented into an effective planning session agenda. Comparative product studies can also be a helpful tool for understanding growth opportunities in your markets.
Establish Vision, Mission, and Values As we move towards a billion dollar credit union, one of our next steps is to develop a vision statement, mission statement, and set of values that clearly articulate who we are and what we stand for. These elements can help you determine the right trajectory for your organization. Credit Union Journal asked a number of strategic planning experts one deceptively simple question: what are the most common mistakes made during strategic planning, and how to avoid them or fix them? Reset Your Password Now Thank you for your cooperation as we ensure your account is as safe as possible. In his extensive research, Oliver has found that the most successful organizations in the world use the bottom-up approach to strategic planning. While going through the Baldrige framework, we found that much of our success as an organization depends on having the right people in the right room, with the right information, discussing the right things, at the right time, in order to make the right decisions for our members, employees and community. Once your strategic plan has been approved by the Board of Directors, it's up to your credit union's leadership to make sure it's understood and enacted on a day-to-day basis.
Most credit unions start with a simple marketing calendar and end up using this approach for years, never truly diving deeper, developing marketing strategies for growth. Worse is the fact that top-down planning leaves your members needs out of the loop. From that point forward, all budgetary and programmatic decisions were related back to the Strategic Goals. Finally, when considering market size and growth, look at deposits at market branches, and then compare in relation to historical and projected growth. Based on future-focused insights and filled with financial industry application, this annual report supplies the information and resources credit unions need to compete. Membership surveys have shown that, as the distance from the branch increases, the primary financial institution relationship declines.
Good pre-work, he said, allows participants to hit the ground running. For example, if your credit union is targeting high net-worth consumers, emphasis should be on markets with higher propensity to use investment products and wealth planning. As we head into the last quarter of 2016, many credit unions are already looking ahead to 2017, setting business goals and creating or updating their strategic plans. Merger or Acquisition The hardest part of a strategic growth plan — and the one most likely to achieve high results — is a merger or acquisition. These communication messages can stem from your core values, mission statement, or simply your organizational objectives for the year.
Employees take these requests to project managers, who bring them to the Executive Team. This requires carrying out the research necessary to gain a true understanding of the credit union, its members and the environment in which it operates. The operational plan breaks down the strategies set out in the strategic plan into the actions that management, staff, volunteers and directors must undertake in carrying out their work to ensure those strategies are implemented. Two hypothetical examples are presented here. The following three tips outline the actions we found most helpful in taking our strategic plan from concept to success.
The senior director for Cornerstone Advisors in Scottsdale, Ariz. This usually means less reporting, but giving your directors reports that are more impact-oriented. At Elevations, we use our strategic plan to create short-term business plans that outline budgets and actionable items for the next 12 to 18 months. We ensure any new initiatives meet objectives toward one or more of these goals: Employee Engagement We believe employees are a key component of our success. In this regard, a dynamic, carefully attended to, well supported, and sound plan is fundamental to effective management and is a key to anticipating and dealing with uncertainty, rapid change, managing risk, and everyday challenges and opportunities related to constantly evolving economic and market conditions, competition, and innovation, along with emerging or unforeseen risks, such as cyber threats or natural disasters.
However an assessment of these areas by an independent third party can reveal surprising information. The process then trickles down to each area of your credit union. That is where the cooperative scorecard comes in. The process can begin at any point in the circle, and all stakeholders are critical to our success! The over-use of technical terms, jargon and acronyms for example can result in a strategic plan that is incomprehensible to all but a few. In this regard, a dynamic, carefully attended to, well supported, and sound plan is fundamental to effective management and is a key to anticipating and dealing with uncertainty, rapid change, managing risk, and everyday challenges and opportunities related to constantly evolving economic and market conditions, competition, and innovation, along with emerging or unforeseen risks, such as cyber threats or natural disasters. If entry into a new market is based on speed, are there processes and capacity to support it? The budget is set by taking into account past history, market potential, and upcoming projects.