This case study documents a credit union's strategy to shift from incremental growth to extreme growth through a business development focus on large employer groups. The credit union developed a strategy to grow members and balances by engaging new employer group employees so they resemble existing members. They targeted employer groups of 500+ employees and saw success engaging large groups like One America with 1400 employees. In the first year, member growth was 22% and balance growth exceeded targets. The strategy helped achieve the credit union's goal of becoming a $3 billion institution through extreme growth.

1. Leading2Leadership
Business Development For Extreme Growth
A Case Study

2. The Catalyst
• M&A Strategy derailed
• Dissatisfied with incremental growth
• Needed to do something different

3. Challenge: BD a Growth Lever
• Lots of SEGs to
manage
• Small employer groups
• Lack of SEG employee
engagement
• Struggles with the SEG
HR filters

4. Historical Results
• Slow member
growth (3%)
• Incremental
balance growth
(4.5%)
• Low employee
engagement

5. What was needed
• Growth that would
meet our goal to be
$3B
• Extreme member
growth
• Extreme balance
growth

6. How?
• Larger employer
groups
• Compelling solution
to create employee
engagement
• Tactics to cross sell

7. Steps
• Create a strategy
• Build an
implementation plan
• Design a staff model
• Establish a
compensation plan

8. The Strategy
• Grow members and
balances
• Engage new SEG
employees so they
look like our existing
members
• Target employer
groups of 500+
employees

9. The Implementation
• Definitions
• Set goals
• Design job description
• Design Comp Plan
• Hire/assign Staff
• Identify target markets

10. • SEG
• SEG Tiers
• New Member
• Existing Member
• Balance growth
• SEG Member

11. Set Goals
• Know
–Where you want to go
–What you want to
achieve
–What the end looks
like

12. Job Description
• Helps you
– Hire the right skills
– Right personality
– Right motivation
• Designed to
– Drive the right
behaviors
– Get the right results

13. Compensation
• Know what results
you want
• Compensate to get
these results
• Make it
performance based
80/20, 70/30, 60/40

14. • Balance
– Fitting the person to the job
– Fitting the job to the person

15. Identify the Market
• What is a prospect
1. Size of group
2. Make up of group
3. Accessible
4. Approachable
5. Has an identifiable
need
6. Willing to solve

16. How
• Product offer that HR was struggling with
(H.S.A.)
• Large employer groups
– One America – 1400 FTE
– Archdiocese of Indianapolis – 6000 FTE
– Angie’s List – 1600 FTE

17. Year One Case Study results
• Member growth 22%
– 19% attributed to new employer groups added in
2013
– 9% in second year attributed to new employer
groups added in2013
– 47% employee penetration with SEGs added in 2013
• Balance growth
– Deposit $535K
– Loans $745K
• Checking adoption – over 80%
• Products per HH – 1.98

18. Year One Case Study results
• 70% new members from new SEGs
• 60% of balance growth from new SEGs
• Year 6
– $14M in deposit balance
– $26M in loan balances
– $190K profits
– 2.33 PPHH

19. Rich Jones
Rich0747@comcast.net
720.256.4936