TCF Bank 2005 Annual Report Download - page 12

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10
Structure
One of TCF’s most important assets is its
management bench strength and depth.
TCF is organized geographically and by
function. Our bank presidents are
responsible for the operational goals
of their state as well as a functional
operation such as consumer lending,
commercial banking, retail branches,
or affinity banking. We strongly believe
local management teams make the
best decisions regarding local issues.
Each of our bank management teams is
responsible for local business decisions,
business development, customer
relations, and community involvement.
As firmly as TCF believes local, geograph-
ically-based management is best suited
to run our businesses, we also believe
functional product line management
benefits from a more centralized approach.
Centralized functional management
facilitates efficient product development,
effective communication, consistent
implementation, and close monitoring of
our strategic initiatives, as well as central
accountability for the success of each of
our major product areas.
TCF’s newest functional operation, TCF
Affinity Banking, was developed out
of the success of our campus banking
program. Affinity banking encompasses
building relationships and providing
specialized banking services and products
to a number of unique groups including
colleges, employers, property managers,
and youth sports associations. Affinity
banking seeks to earn new account
relationships of group members while
providing value to their organizations.
The cornerstone of affinity banking is our
campus card checking account offered to
students, faculty and staff of 11 partici-
pating colleges and universities. During
2005, TCF proudly added DePaul University
(Illinois) and Milwaukee Area Technical
College (Wisconsin) to its impressive list
of schools.
By organizing management teams to
most efficiently and effectively manage
our local banks and our strategic product
areas, TCF has the best of both worlds.
We enjoy informed, timely local decision-
making that allows us to compete in our
markets on a daily basis while long-term
■ Supermarket Branches
Retail Distribution Growth
number of branches
12/0512/0412/0312/0212/01
375
395
401
430
453
■ Traditional and Campus Branches
Card Revenue
millions of dollars
$40.5
$47.2
$53.0
$63.5
$79.8
0504030201