Consumers Bancorp Inc. | 15
demonize banks and to regulate every aspect
of a banking relationship will ironically re-
sult in less banks and fewer options for indi-
viduals and small businesses—exactly the op-
posite of what the average consumer needs.
With less competition the biggest banks will
have a free hand to grow even larger.”
Lober says he anticipates that Consum-
ers National Bank will continue to grow.
The strategy doesn’t involve growing or ex-
panding to potential new markets for the
mere sake of growth, but to do it in a way
that make sense and aligns with the bank’s
mission to serve customers and the commu-
nity at large. “Although challenging at times,
Consumers is committed to overcoming the
regulatory obstacles to survive and flourish
well into the future. It is what our employees
and customers expect and deserve. We have
achieved strong financial results throughout
the economic down turn and have made the
investments necessary for a strong future,”
says Lober.
“Our community is comprised by many
small businesses and small farms... and we are
a small business our self. Things that affect
our customers affect us too,” he explains. “I
think this makes us a better business partner.
We not only lend locally, but we try very
hard to do our own business locally; prefer-
ably with those who do business with us. We
also invest in the communities as we use lo-
cal contractors to construct or remodel our
facilities.”
He says by continuing to invest in sys-
tems and tools that provide convenience to
their customers; by continuing to provide
loans that fundamentally support business
and agriculture, as well as home ownership;
and by maintaining its active support and
involvement in initiatives that beneficially
impact the lives of those within its commu-
nity, Consumers National Bank will con-
tinue to serve as a model business consistent
with the caliber, capability and qualities that
so distinctively define America’s community
banks.
Bank staff participating in United Way’s Day of Caring
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