 |
|
||
 |
|||
 |
|||
 |
HAPO Community Credit Union
Operations Evaluation
Design-Build Services
Integrated Feasibility Planning
Integrated Design and Construction
Strategy
Strategic Branch Planning
Strategic Operations Occupancy Planning
Brand and Merchandising
Prototype Branch Development
Merchandising Prototype Development
Branch Architecture and Interior Design
Integrated Branch Merchandising and Digital Communications
HAPO CCU was looking long term into the future. An aggressive market strategy for expansion was planned and the first two locations were underway. Operations space, as far as management was concerned, was covered. HAPO occupied an owned building that, while older, could with a reasonable investment support space needs for years to come in a great location.
Enter Kadlec Hospital. Kadlec needed space for doctors and wanted HAPO’s building to be a part of its growing campus. In a limited real estate market, HAPO had an unusual, yet very attractive situation. If HAPO was to sell, how much was the building worth and most importantly, what then?
Momentum was working with HAPO across their branch network so naturally, HAPO turned to Momentum to assess its operations situation with an integrated eye towards the branch strategy. Our marching orders were to dig in and develop an objective Occupancy Strategy that would fit existing goals and provide the answers to a series of key questions:
- HAPO’s priority is market share growth. How will reaching those goals impact operations staff and space needs? What if HAPO falls short and conversely, what if HAPO exceed expectations?
- What value will the building HAPO owns bring, and what will it cost to move? How long will it take?
- How will the additional capital expense impact HAPO’s branching initiative... how will they integrate this cost, as a long-term capital requirement, into the branching cost they are planning?
- What if they don’t sell... how long can they stay and what should they do to the existing building and main office branch? What do they do with the tenants? What are the costs and what are the pros and cons?
The answers, along with a fresh look at how to organize departments within the existing building, gave HAPO the data and options necessary to evaluate this attractive but uncertain opportunity. Ultimately, the sale was postponed. Avoid distractions; HAPO needed the priority to be branch network growth first and foremost; operations would be fine for now in the existing building. The hospital wasn’t going away. Given the situation, a smart move.