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The Branch Is Alive

A little while back I had an e-mail exchange with the CEO of an approximately $200 million credit union--who shall remain nameless--that troubled me. In part, the executive was saying that it was no longer prudent to branch and I didn't know what I was talking about by promoting it.

By Sarah Snell Cooke | Updated on March 11, 2008

A little while back I had an e-mail exchange with the CEO of an approximately $200 million credit union–who shall remain nameless–that troubled me. In part, the executive was saying that it was no longer prudent to branch and I didn’t know what I was talking about by promoting it.

I certainly don’t mind people challenging my columns; that’s why they’re here. I offered up the branch expansion philosophy of Navy Federal Credit Union but that was swept under the rug as something that couldn’t be done at a smaller credit union. Of course a smaller credit union wouldn’t have to add three dozen branches in a year, but to say it was not prudent to add branches at all I felt was misguided.

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