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Non Listed Banking Models

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Published Date : Apr 2012

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No. of Pages : 84 Pages


  • This VRL research report will effectively demonstrate the provision of retail banking services through member-owned institutions
  • It will examine building societies, co-operative banks, credit unions, community banks and social networking sites 
  • The research looks at business models and basis of ownership
  • The link between the business and their constituencies is assessed
  • Brand values are considered


The banking community is currently the subject of a level of public vitriol that was unimaginable only a few years ago. Against this background and with several financial players status changed to that of semi-nationalised entities, the public at large is questioning the role of the banking industry and many of its operating practices, (not least the issue of executive rewards).
As the banking sector seeks to recover from the fallout of the subprime and Euro Zone sovereign debt crisis, restoring the trust and credibility of key stakeholders real lessons in vision and a broad range of best practice can be gained from studying the new and established players in Non-Listed Banking Models.


This report seeks to assess the state of distinctive sectors that are not subject to the disciplines of stock markets
  • Many case studies are supplied which reveal much about the sector that is innovative and exemplifies global best practice
  • The institutions reviewed also reflect the spirit and commitment that lie behind their origins and development
  • Highlighted are a number of specific ongoing pressures which are capable of threatening both the organisations and the business models
Reasons To Buy

  • The report takes a snapshot of the state of the mutuals, community banks and peer to peer sites in major markets across the world
  • It shows the extent to which these organisations enrich the retail financial services sector by offering a real alternative for clients across all the major segments
  • The report looks at issues and areas of contention related to their respective business models and situations
  • A key finding is that there is much to learn from the work of mutuals and community banks
Key Highlights

  • In the light of widespread financial uncertainty, the distinctive positioning of these types of institutions is appreciated and valued by members and constituents
  • These types of organisations offer a real alternative to clients across all major segments
  • Competitive and other differences that exist between quoted institutions, mutuals and community banks fall into four major categories - fiscal advantages, relative levels of efficiency, alleged distortions of the market and member and community orientation
  • A strong public reaction in many countries against the withdrawal of local branch facilities has reinforced the principal and practice of community banking
Table Of Content

Executive Summary

1 Overview
1.1 The scope of this report
1.2 The business models
1.3 Heightening competition
1.4 The arguments
1.5 Global best practise
1.6 A historyand a future!
1.7 Conclusion

2 The UK Building Society sector
2.1 Introduction
2.2 A new era
2.3 The Building Societies Associaton
2.4 Society-member relationships
2.5 Demutualisation the debate
2.6 Conclusion

3 Nationwide Building Society, UK
3.1 Preamble: before Nationwide
3.2 The worlds largest building society
3.3 Members and customers
3.4 Defending its mutual status
3.5 Mutually-orientated channel strategy
3.6 The evolving business model
3.7 Building for the future

4 The Australian mutual sector: an overview of associations and service companies
4.1 Abacus Australian mutuals
4.2 Cuscal
4.3 Indue

5 Heritage building society, Australia
5.1 Background
5.2 Financial and operational strength
5.3 Product delivery
5.4 Member and customer relationships
5.5 The Heritage Community Branch model
5.6 Compliance and the Heritage
5.7 Conclusion

6 Newcastle Permanent Building Society, Australia
6.1 Background
6.2 The Newcastle today
6.3 Delivery Channel Development
6.4 Products
6.5 Returning value to members and communities
6.6 Conclusion

7 Community Banks in the US
7.1 Background
7.2 Mutual holding companies
7.3 American Bankers Association (ABA)
7.4 Demutualisation
7.5 The issue of taxation
7.6 Conclusion

8 Community banking in Germany
8.1 Introduction
8.2 The Savings Bank Finance Group management structure
8.3 Maintaining a strong financial base
8.4 A customer for life
8.5 The Mittelstand at home and abroad
8.6 In the community
8.7 Conclusion

9 The Germany Sparkassen
9.1 A major force
9.2 Branch innovation
9.3 Accommodating the young consumer
9.4 Sophisticated self-service facilities
9.5 Conclusion

10 The European co-operative banking sector
10.1 Size, strength and diversity
10.2 The European Association of co-operative banks
10.3 The Credit Agricole Group
10.4 Raiffeisen Zentralbank osterreich AG AND Raiffeisen Bank International
10.5 Unico Banking Group
10.6 Conclusion

11 Rabobank Group, The Netherlands
11.1 Background
11.2 The origins of Rabobank
11.3 Today’s Rabobank
11.4 Group Strategy 2013-2016
11.5 Recent developments
11.6 Membership development
11.7 Delivery channel strategy
11.8 Conclusion

12 The Co-operative Bank, UK
12.1 A democratic ownership
12.2 The growth of the bank
12.3 Laying the foundations
12.4 Co-operative banking principles
12.5 Co-operative banking in practice

13 Members and Education credit union, Australia
13.1 Background
13.2 Employee focus
13.3 A differentiated credit union
13.4 The Bankmecu sustainability strategy
13.5 Looking to the future

14 The US Credit Union Movement
14.1 Origins and growth
14.2 The Credit Union National Assocation
14.3 THE CUNA Mutual Group
14.4 Tax-exempt status
14.5 Conclusion

15 The US Credit Union Movement Services corporations
15.1 The developing Credit Union Service organisations
15.2 Credit Union Service Organisation
15.3 Co-op financial services
15.4 PSCU financial services
15.5 Continued evolution

16 Delta Community Credit Union, US
16.1 Delta Airlines: the employer
16.2 The credit union
16.3 History and the broadening franchise
16.4 Delivery
16.5 Looking to the future

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