RIP: Brick-and-Mortar Branches? Not at All
The branch is still the face of a credit union. Many credit unions are rethinking and expanding their design strategies to meet member needs.
The branch is still the face of a credit union. Many credit unions are rethinking and expanding their design strategies to meet member needs.
Aptitude, attitude, and opportunity have helped Leaders Credit Union develop a team of call center cross-sell superstars.
This week, CreditUnions.com features strategies to improve the call center blueprint, from outbound calling specialists to metrics that measure success.
Better Branches, LLC is a CUSO formed out of SAFE Credit Union’s need for a more consistent service and cross-selling approach across their branch network. As with other collaborative CUSOs, Better Branches benefits from the strengths of its owners.
Believing that members measure convenience with points of access, Texans Credit Union launches an aggressive branching strategy.
After reconfiguring their branch network and average branch size, Keypoint Credit Union, has seen significant increases in member relationships and a strong member migration to the online channel for transactions.
BECU grew in assets from $3 billion in 1999 to $5 billion in 2004. One catalyst for this growth: 33 new branches built in retail stores.
By creating new jobs or redefining old ones, credit unions are making branches more efficient and profitable.
With $4B in assets and an aversion to brick-and-mortar, PSECU has no problem moving products and services through the virtual channel.
In the increasingly competitive world of consumer experience, delivering a good member experience isn’t good enough. At Orange County’s Credit Union, the entire organization aligns to ease pain points.

The annual conference offered insights on why service organizations remain a strategic asset for credit unions and how collaboration, AI, and advocacy are shaping what comes next.

Alltru FCU stopped treating education as the end goal. Now, financial empowerment guides product design, access, and risk decisions.

More than 50 million U.S. households earn less than the minimum average income needed to cover basic costs of living.

Automatic enrollment and community partnerships help the credit union foundation expand access to early savings for underserved families.

Studies show credit card debt and Buy Now, Pay Later usage continue to rise. Bigger increases could be around the corner.

The credit union completed a three acre headquarters campus in 2021 that offers 52% more space while consuming a fraction of the resources. It’s a model of how cooperatives can lead on sustainability without sacrificing performance.

CDFI credit unions might be fewer in number, but their impact reaches millions of members, and their footprint highlights how targeted mission can translate into broad, measurable reach.

Preventable fraud losses quietly erode credit union margins. The difference between a 25% and 6% loss rate isn’t risk. It’s execution.

Holy Rosary Credit Union has embedded itself into a local high school’s career and technical education program, offering scholarships, internships, and courses eligible for college credit.

Credit union leaders want to know where peers are placing their focus. These six priorities reflect how leadership teams are responding to change with intention and clarity.