Articles by Gee Gee Kaufman
Gee Gee Kaufman, director of strategic planning
With more than three decades in financial services, Mr. Kaufman has contributed to the success of over 200 financial services companies as a banker, management consultant and investment banker. Mr. Kaufman is skilled in a broad range of business disciplines, to include revenue enhancement, process reengineering, technology, strategy, and mergers and acquisitions. His advice and active participation with clients have created in excess of $500 million in shareholder value. Mr. Kaufman has published a number of articles on revenue enhancement and has been a featured speaker at state and national banking conferences.
Tired of ROAA as the principle yardstick to measure financial performance? I offer another benchmark that assesses the overall execution of the business model and incorporates asset growth, membership growth and profitability into a simple metric widely understood by any investor who owns a share of stock.
2012 will be another challenging year for “C” level executives and Boards of Directors. Last year’s strategy and business model may already be outdated due to the confluence of economic uncertainty, continuing low interest rates and heightened regulatory oversight. Driving profitable customer growth will again be a focus over the next three years as the industry addresses ongoing credit quality issues and top line revenue growth.
Although Fed’s final rules on Durbin’s redistribution of interchange revenue are being billed as a compromise, it is a game changer for institutions over $10 billion in assets that will be hit hard by the loss of revenue ordered in the amendment. Community banks and credit unions, those below $10 billion in assets, should pay close attention
Limitations on traditional sources of fee income are making it harder to sustain the required revenue to cover operating costs for basic banking services. I hear this question resonating from board rooms and planning sessions where I’m invited to speak. With all of the industry challenges — margin compression, credit quality, rising expenses, economic uncertainty and regulatory hangover — the pressures to drive top-line revenue and bottom-line earnings become even more problematic.
Is there a magic elixir that will produce profitable consumer banking relationships? The short answer is YES. The long answer is the elixir requires management paradigm shifts and is different for every financial institution, market and customer segment. By aligning unique market characteristics, with customer segments and delivery channels you can begin blending a concoction that works for your institution.
Economic uncertainty and continued earnings pressure are causing many top level executives to reassess their institution’s current business model. The development of three- and five-year strategic plans have gone by the wayside. A shorter time horizon is more realistic in this environment, emphasizing what can be done NOW to impact the bottom line and building consensus and commitment to move quickly on decisions.
How many times have you been in a meeting when the CEO proclaims, “Team, we need to improve our efficiency ratio”? After a round of discussion, everyone leaves the room to jot down ideas on how …
The discord within the financial industry has resulted in the U.S. Treasury and federal regulators enacting unprecedented measures to help stabilize the nation’s financial and banking systems. The recently adopted TARP Capital Purchase Program can …
Much to the chagrin of certain strategy firms and facilitators, there is no single “best practice.” The best strategy is the one that accomplishes clearly stated and defined objectives. It is also a realistic and achievable …