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Case Study: Conexus Credit Union Keeps Members Close Using Doxim CRM

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BY SEAN O’DONOVAN

What does a credit union do when its membership widens, its services multiply and technology increasingly keeps members out the door? Learn the solutions one CU implemented to keep such members engaged in spite of all the challenges getting in the way. 

With the lightning-speed growth of fintech consumer services in recent years, people can do their banking anywhere and at any time, resulting in fewer trips to the branch. But fewer trips means fewer opportunities for branch staff to visit with their customers, learn their needs and interests, and recommend helpful products.

Because credit unions offer services across multiple channels, it’s often difficult to manage interactions, stay connected and gather the data needed to offer a consistent, satisfying experience that keeps members engaged. That was the case for $6 billion Conexus Credit Union and its widespread membership base after a series of mergers with smaller credit unions. Fortunately, a combination of the right technology, planning and dedicated staff solved the problem.

The Conexus Challenge

Conexus Credit Union serves approximately 116,000 members, with more than 900 employees in 50 widespread branches. After a series of mergers, Conexus had a patchwork of different software and operating processes that left members and staff frustrated because there wasn’t a seamless interface between systems and there was little consistency in procedures. Without an integrated system, members often had to repeat questions or concerns to different employees, who had to re-explain a product’s features or how a service worked and then key in the information on multiple systems.

This was a challenge antithetical to Conexus’s operating philosophy of putting members first. Senior management knew it was vital to improve member interactions, thus providing a better customer experience.

“We were united in our deep desire to make a difference in the lives of our members,” said Cary Ransome, chief operating officer of the CU. “We embraced three strategic pillars to help guide us through our journey: consistent processes, leadership development and a solid sales and service strategy.”

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