‘Don’t push it’
Redstone Federal learned this lesson quickly. Initially, membership growth was the objective, but no Right Choice customers have signed up for membership with Redstone Federal—and that’s alright, Alvarez says. “We are truly serving the unbanked and underbanked by providing the products and services they need, want, and use,” he says. “We’re not trying to fit them into what we think they should be.”
As Right Choice gains consumers’ trust and loyalty, some might choose to become Redstone members to take advantage of additional services, such as savings accounts and loans. “But we don’t try to push it,” Alvarez says.
Right Choice had its grand opening on Nov. 16, 2012, preceded by a “soft” opening four months earlier. The store initially offered check cashing and money transfers, and then added bill pay, money orders, and prepaid cards during the following months.
Right Choice provides lower-cost products and services than similar providers in Decatur, Ala. For example, Right Choice’s check-cashing fee of 1.3% to 2.9%, depending on the check amount, beats local competitors’ rates of 5% to 6%.SIDEBAR
Another way Right Choice outdoes the competition is through more consumer-friendly policies. While competitors such as Walmart cash only government or payroll checks, usually up to $1,500, Right Choice cashes all types of checks in any amount.
Customers get immediate access to cash, with no holding periods. Behind the scenes, Chexar Networks is the company deciding whether to cash the checks, mitigating some of Right Choice’s risk.
To date, the store is on track with business volume projections, and it’s serving the expected mix of customers. They include unbanked and underbanked consumers of all ages from diverse ethnic backgrounds, as well as customers of traditional financial institutions—Redstone Federal members included—who like cashing checks at Right Choice to gain immediate access to their funds.
Before embarking on this type of venture, credit unions should determine whether doing so will be financially viable, and the potential reputation risk: Will members view the credit union in a negative light for getting into this line of business?
“We positioned this by saying that, as credit unions, we’re charged with serving people of modest means and the underserved,” Alvarez says. “So when questions come up, we have the right answers. Member reaction has been very positive.”
A ‘kiosk’ approach
Centris Federal Credit Union, Omaha, Neb., adopted a completely different strategy for serving the unbanked and underbanked. A new division of the $475 million asset credit union called Centris Express placed 10 Nexxo Financial Corp. kiosks in four branch offices and four supermarkets.
While some institutions choose not to use their flagship name on alternative-banking outlets, Centris Federal believes its name is a strong selling point.
“We’re consistently voted the best credit union in Omaha, so we believe our name means something to the community,” says Laura Castro de Cortes, vice president of alternative financial services. “Even if people haven’t heard of Centris Federal, they notice us when they see our kiosks in supermarkets.”
The kiosks have been in place at all locations since June 2012. Kiosk users can cash checks, buy money orders, send money, pay bills, and purchase cell phone minutes. Reloadable prepaid cards will be added during the first quarter of this year.
The fees at Centris Express are competitive—a remittance transfer costs $7.99, compared with the community average of about $11.
Early on, half of kiosk users were Centris Federal members who liked the convenience of getting services while grocery shopping or when a branch office was closed. Since then, nonmember use has surged, now accounting for about 75% of transactions.
“That’s a good thing because we want to take Centris to those who don’t know about us,” Castro de Cortes says. “Maybe this is the way to start a relationship.”
That said, she acknowledges that many consumers might not become Centris Federal members. “I’m not going to go to them and say, ‘Hey, you didn’t drink the Kool-Aid yet,’ ” Castro de Cortes says. “Maybe they’ll join five years down the line. Maybe they won’t, and that’s fine.”
In the meantime, consumers can obtain the financial services they need at a fair price. The kiosk approach is just one way to go, she emphasizes.
“I’m not saying we have the perfect formula, because we’ll always be tweaking what we do as consumers’ needs change,” Castro de Cortes says.
Credit unions that are considering serving unbanked and underbanked consumers should do their homework first, says CFSI’s Biddle Andres.
► Research your customer base. Begin by looking at your own members and employees.
Many of them could be considered underbanked, having a savings account and a car loan with you but nothing more.
Many may be regular users of check cashers and other alternative financial service providers. “When you start digging, you might find that 20% to 30% of your members are underbanked,” Biddle Andres says.
Consider, too, that many unbanked consumers could be among the highly coveted young-adult market. Look for overlaps in the market segments you want to reach.
► Watch for emerging technologies. Many small technology start-up companies are offering exciting new options for delivering financial services, Biddle Andres says. Be on the lookout for useful partners.
► Rethink financial education. Financial education is more vital than ever, but CFSI recommends a new twist: Focus less on knowledge gain, such as that which results from a classroom seminar, and more on behavior change.
“We call this financial capability—a new version of financial education,” Biddle Andres explains. “Given their mission, credit unions are the obvious choice to help people build their financial capability.”
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