Credit union branch networks are carefully planned, fromlocation to design to their reporting structures. Such order hasbeen developed and maintained for decades. It was once evenconsidered proper to dress in your Sunday best to go to a branch.Imagine that!

The times have certainly changed and so have your members'banking habits. We have evolved into a mobile society. Now,consumers can log in from the ninth hole of a golf course or fromthe local mall or practically anywhere, but that does not mean theyshould be taken any less seriously, or that their money is any lessvaluable.

It's incredibly easy to get caught in the trap of tactical to-dolists: add a mobile app, change your online banking promotion,provide some type of personal financial management tool, and thendeclare success.

However, without proper strategic initiatives, executivecommitment and sufficient measurement, the electronic channel willfalter. The electronic channel is more important than ever and sois how you address it. Your future success depends on it.

Credit unions must evaluate their electronic channels and makethe move from a tactical, siloed implementation to a strategicapproach. Take a lesson from the branch strategies that have beendeveloped over the decades.

Online, voice and mobile banking have not been given equalresources and strategy, although today their value is arguablygreater. Perhaps this is because of their relative infancy in themarketplace. In which case, we could learn a few lessons from thebrick and mortar channel:

1. Remember the mantra, “We build branches where the customersare.” Well then, build your e-channel where they are (and for thedevices they are using) as well. Credit unions should know theirdemographics and be able to offer an array of access solutions andapps to meet mobile, tablet and online banking needs.
2. A branch network that attracted roughly half of a creditunion's member base would undoubtedly be run by senior executives.That's just common sense. So, why is it that so many institutionstrust their e-channels to lower level employees? Look at yourorganizational chart and see who is in change of mobile and onlinebanking; you need to make an adjustment if it's not a higher levelor C-level executive. It is just that important as the means inwhich consumers and businesses become more and more e-focused. Somecredit unions are even creating senior positions for e-channelstrategy managers – kudos!
3. Set baselines for your e-channel business and continuouslyraise the bar. Do you know how many members have opened accountsonline? How many mobile users login and how often? What are youradoption rates and what are you doing to increase adoption? Oncestandards are set you can determine strategic plans to promote andexpand these channels appropriately.

The battle lines for members and wallet share are no longer justat the branches. Members do not need a branch on every corner, butthey do require that same convenience online – anytime, anywhereand through a multitude of devices.

The self-service e-channel should not be merely viewed as a newfrontier, but simply the evolution of customer service. Apply thelessons that we have learned from decades of experience in thebranch, elevate your e-channel and members will notice thedifference.

Matt Flake ispresident/CEO of Q2ebanking in Austin, Texas.