Smart Marketing Speaks To A Select Employee Group

When George Jenkins opened his first grocery store in 1930, he stocked more than shelves — he stocked opportunity. That vision extended beyond aisles and into accounts when he helped establish Publix Employees Federal Credit Union ($1.5B, Lakeland, FL) in 1957. According to the credit union’s website, Jenkins and other leaders believed employees deserved better loan and savings options. That mission — and the credit union’s singular focus on its select employee group — is still important to today.

Six years ago, leaders at PEFCU realized they wanted to reconnect with the iconic supermarket’s roots. To do this, they enlisted the help of Shannon Patten, now the credit union’s chief marketing officer. Patten had spent more than two decades as a Publix associate, first as a cashier and then in subsequent leadership roles in communications. According to Patten, the move was a big step but not one she regrets.

“It’s been a fun and rewarding journey,” Patten says. “The shift that surprised me most wasn’t the industry. It was the size of the organization. Going from a company with more than 250,000 employees to one with fewer than 300 was a big change.”

Patten’s early priorities included building brand consistency and ensuring the organization understood its target audience, the Publix select employee group. That groundwork helped PEFCU’s marketing department widen its scope, which today includes digital strategy, internal and external communications, financial education, and business relationships.

“What I love most about this role is how purpose-driven it is,” Patten says. “Everything we do is centered on improving the financial lives of our members, and that makes the work both meaningful and motivating.”

Great Strategy Starts From Within

PEFCU’s marketing team comprises three functions: operations, integrated marketing, and business development. Each plays an essential role in the credit union’s overall strategic vision. Business development insights feed integrated marketing efforts while operations ensures tight, member-focused execution.

One of the more unconventional, and strategic, choices the credit union has made is to place business relationship specialists with marketing rather than retail. According to Patten, the logic is simple: marketing is where relationships are nurtured, expanded, and sustained. That’s especially important for a credit union that serves a single select employee group.

“These roles are outward-facing, connection-driven, and very much in line with marketing’s core strengths,” the marketing chief says. “Marketing isn’t just about promoting products, it’s about delivering meaningful, consistent experiences. We see this team as an extension of the branch experience.”

Like most marketing teams, Patten’s department relies on traditional KPIs and platform metrics, such as engagement rates, conversions, and campaign ROI. These give a clear view of performance that allows the team to adjust in real time. However, Patten says story-based wins are just as important.

“We use data to inform strategy,” she says. But we never let it replace the human connection behind the numbers.”

Reconnecting With Roots

When Jeremiah Kossen took the helm as PEFCU’s CEO three years ago, he challenged the credit union to re-anchor itself in the cooperative’s founding mission of providing “exceptional, convenient, and innovative financial solutions” throughout members’ lifetimes.

“This wasn’t about a flashy campaign or a one-time push,” Patten says. “It was about doing the work, rebuilding relationships, earning trust, showing up consistently, and delivering on what we promise.”

To do this, Patten’s team engages with associates to ask what they need and how the credit union can support them . The team treats every interaction with its select employee group as a chance to show employees the credit union has their backs.

“It’s about pride in our legacy and making sure every Publix associate, whether they’ve been around for decades or just started, sees PEFCU as a real, valuable partner,” Patten says.

In addition to building stronger trust, the one-on-one connection has helped PEFCU develop better products and encourage stronger SEG engagement.

Publix already offers generous employee benefits, but financial wellness also plays a major role in overall associate wellbeing. To help Publix associates make healthier financial decisions, PEFCU rolled out Financially Fresh, a free, simple program designed to meet associates where they are. Its approachable, accessible, and relevant to employees’ real-life scenarios.

The credit union also created a relocation loan to meet the specific needs of Publix associates on the move. The loan helps associates who are transferred or take new roles that require them to pick up stakes, giving eligible employees affordable access to extra cash when they need it most.

“Whether it’s for moving expenses, deposits, or simply getting settled in a new space, this low-rate loan helps bridge the gap without creating financial strain,” Patten says. “It’s our way of saying, ‘We’ve got your back.’”

No Slowing Down

The team at PEFCU has had a busy year, and there’s always more to do.

“We just came off four grand openings,” Patten says. “Assisting with the design and decor of these new locations was a lot of fun. That’s something I am excited about that the marketing team just finished.”

Now, the focus shifts from grand openings to ongoing growth — in brand, in relationship, in products, and in the way PEFCU shows up for its members.

“Success is when we’re a little better each time,” Patten says.

After all, credit unions aren’t just in the money business; they’re in the business of helping people. This makes a relationship-based approach to marketing a fitting way to drive member engagement and loyalty, especially for institutions with legacy SEGs.

Don’t Stop Here. Niche credit unions don’t let eligibility requirements hinder innovation or growth. Read more in “7 Ways To Gain A Wider Reach With A Narrow Field Of Membership.”