(OSBC) Old Second Bancorp, Inc. BCG Matrix Research |
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Stars
Online and mobile banking platforms
Online and mobile banking fit Old Second Bancorp, Inc. Star profile: digital channels give 24/7 access, remote deposit, and self-service, which boosts retention for retail and business clients at low marginal cost. In 2025, this channel mattered more as branch growth stayed slower than app-based scale, making OSBC's digital platform a clear candidate for faster growth.
Cash management solutions
Old Second Bancorp, Inc.’s cash management tools such as remote deposit capture, ACH, wires, lockbox, sweeps, and reporting are sticky fee businesses that deepen commercial ties and are harder to replace than plain deposit accounts.
They fit a Star profile when business payments volume rises, because fee income can scale with low incremental cost; in 2025, U.S. commercial payment volumes kept expanding, supporting demand for these services.
For a bank of Old Second Bancorp’s size, this mix helps lift noninterest income and retain operating balances, so each new treasury client can be more valuable over time.
Commercial loans
Commercial loans are Old Second Bancorp, Inc.'s Star asset: they should price better than plain consumer loans and move with local business activity. As of 2025 year-end, commercial real estate and C&I lending made up the core of the book, so this line drives yield and growth. That mix gives OSBC more upside when Chicago-area business demand is strong.
Commercial real estate and construction loans
Commercial real estate and construction loans fit a Star because they rise with new projects and business starts, and they can lift balances and interest income when local demand stays strong. For Old Second Bancorp, Inc., this niche also needs tight underwriting and active monitoring, so it can keep growing without letting credit risk drift.
The point is simple: in a healthy market, these loans can scale fast, but they need constant credit work.
- Tracks local development demand
- Supports higher interest income
- Needs close underwriting and review
- Best when the market is expanding
Trust and wealth management services
Trust and wealth management is a strong Star for Old Second Bancorp, Inc. because fee income rises with household assets and business succession needs, and it keeps clients tied to the bank across generations. In community banking, this mix of growth and stickiness is valuable because it lifts noninterest income without heavy balance-sheet use.
- Fee income grows with assets
- Sticky across families and businesses
- Higher value, lower capital use
Old Second’s Stars: Digital, Lending, and Wealth Drive 2025 Growth
Stars for Old Second Bancorp, Inc. are digital banking, treasury services, commercial lending, and trust/wealth. In 2025, these lines supported fee growth, sticky deposits, and loan yield, while tying the bank to Chicago-area business demand. They fit Star because they can scale with modest extra cost.
| Star | 2025 signal | Why it matters |
|---|---|---|
| Digital & treasury | 24/7, low-cost scale | Boosts fees and retention |
| Commercial lending | Core book driver | Lifts yield and growth |
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Cash Cows
Demand and NOW deposits
Old Second Bancorp, Inc.’s demand and NOW deposits fit Cash Cow status: core checking balances are sticky, mature, and low-growth, but they fund lending at low cost. That cheap liquidity helps protect net interest margin and supports fee activity across the local franchise. In a community bank, this is the kind of deposit base that throws off steady cash, not rapid growth.
Savings and money market accounts
Savings and money market accounts at Old Second Bancorp, Inc. are classic cash cows: they draw stable household and business deposits, and they need little promotion once clients are onboarded. Their real value is reliable, low-cost funding, not fast growth. With FDIC coverage up to $250,000 per depositor, they stay attractive for cautious balances and help support net interest income.
Time deposits and CDs
Time deposits and CDs are a mature funding line for Old Second Bancorp, Inc., with growth usually modest but balances often sticky and recurring. That makes them a Cash Cow: they help lock in core funding, support lending, and keep the bank’s balance sheet funded at predictable costs. In 2025, this low-risk deposit base still played the same role.
First and second mortgages
First and second mortgages are a cash cow for Old Second Bancorp, Inc. because residential lending is mature, repeatable, and tied to steady interest income, not fast growth. In a market where the 30-year U.S. mortgage rate stayed around the high-6% range in 2025, the line still produced fee and spread income with limited need for heavy capital spend. For a community bank, this is a harvest business: protect yield, manage credit, and keep servicing the book.
- Steady interest income
- Mature, established market
- Low growth, strong cash use
- Focus on returns, not share
Debit and credit card programs
Debit and credit card programs fit OSBC’s Cash Cow bucket because payment cards are repeat-use products that keep generating interchange, servicing, and network fee income after activation. Industry-wide, cards remain sticky: U.S. consumers made 116.1 billion card payments in 2023, so even modest OSBC card penetration can throw off steady cash with limited new marketing spend.
- Repeat use drives recurring fee income
- Low incremental marketing after activation
- Sticky demand supports steady cash flow
Old Second Bancorp’s steady cash cows keep the income flowing
Old Second Bancorp, Inc. cash cows are its core deposits, CDs, residential mortgages, and cards. These lines are mature and low-growth, but they keep producing steady spread and fee income. In 2025, U.S. 30-year mortgage rates stayed near 6.7%, and card use stayed huge, with 116.1 billion U.S. card payments in 2023, so the cash flow stays repeatable.
| Area | Cash cow signal |
|---|---|
| Deposits | Sticky, low-cost funding |
| Mortgages | Steady interest income |
| Cards | Recurring fee income |
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Dogs
Safe deposit boxes
Old Second Bancorp, Inc. should treat safe deposit boxes as a Dogs asset: demand is slow, low-share, and low-growth as customers shift to digital storage and home safes. The service also ties up branch space and staff for thin fee income, so it rarely scales well. With Old Second Bancorp, Inc. not disclosing a separate 2025/2026 safe-deposit line item, the economics still point to a mature, shrinking branch utility.
Money orders
Money orders are a legacy payment product with a narrow user base and limited growth, so they fit Old Second Bancorp, Inc.'s Dog category in the BCG Matrix. The use case is still real for cash-based customers, but digital payments keep taking share, and that leaves money orders with shrinking strategic value. They can support some fee income, but they are a weak place to commit long-term capital.
Cashier's checks
Cashier's checks are a mature, low-growth Dogs product for Old Second Bancorp, Inc. They still support select high-trust payments, but volumes are usually limited and the service adds little differentiation. In BCG terms, it is best treated as a maintenance offering, not a growth engine.
Foreign currency exchange
Foreign currency exchange is a niche, transaction-led service for Old Second Bancorp, Inc., so it rarely moves the needle versus core lending and deposits. In 2025, the bank’s earnings mix stayed centered on net interest income and standard fee lines, which shows FX is small and not a growth driver. That profile fits the Dog quadrant: low share, low growth, and limited strategic value.
- Small, client-driven FX demand
- Not a core revenue engine
- Low growth versus lending
- Likely Dog quadrant fit
Telephone banking
Telephone banking at Old Second Bancorp, Inc. is a legacy channel with little growth left: by 2025, U.S. customers mainly use mobile and online tools, so call-in service is a low-priority, low-growth Dog in the BCG Matrix. It still helps a small base of users, but it does not drive fee growth or digital engagement.
For Old Second Bancorp, Inc., the channel’s role is more support than strategy, especially as app-based self-service has become the default for routine tasks. The economics are weak too, since phone support costs more per interaction than digital servicing.
- Low usage growth
- Mostly legacy support
- Higher service cost
- Low strategic priority
Old Second Bancorp’s Legacy Services: Small, Slow, and Losing Share
Old Second Bancorp, Inc.'s Dogs are legacy services with weak growth and thin economics: safe deposit boxes, money orders, cashier's checks, foreign currency exchange, and telephone banking. In 2025/2026, the bank did not disclose separate line items for these services, which supports their small strategic weight. They mainly serve niche or declining use cases, while digital tools keep taking share.
| Dog service | 2025/2026 profile |
|---|---|
| Safe deposit boxes | Slow demand, low growth |
| Money orders | Niche, shrinking use |
| Cashier's checks | Low volume, maintenance only |
| Foreign currency | Small, non-core fee line |
| Telephone banking | Legacy channel, high cost |
Question Marks
Lease financing
Lease financing fits Question Mark status at Old Second Bancorp, Inc. because small-business equipment demand can expand it, but the line is still specialized and usually limited in scale. If Old Second Bancorp, Inc. can raise its share, returns can improve fast; if not, the unit may stay niche and low impact. That mix of upside and uncertainty is exactly why it sits in the Question Mark box.
Agricultural loans
Agricultural loans sit in the Question Marks box because Midwest farm capex can lift demand, but the niche is narrow and loan share can swing fast with crop prices and rates. Old Second Bancorp, Inc. needs to spend carefully on underwriting, farmer relationships, and risk controls before trying to scale. If it can win a bigger slice without raising losses, the segment could move from small and volatile to a stronger position.
Discount brokerage
Old Second Bancorp, Inc.’s discount brokerage is a Question Mark: self-directed investing can grow, but the local bank channel limits reach. The field is crowded and digital-first, with low-cost apps setting the pace. Upside exists only if OSBC can scale adoption beyond its core branch base.
Investment, agency and custodial services
Investment, agency, and custodial services can lift Old Second Bancorp, Inc.'s fee income by serving individuals, corporates, and nonprofits, but they need deeper brand reach and specialist trust to win share. That makes them a Question Mark in the BCG Matrix: high potential, but not yet a market leader. In 2025, the key test is whether the Company can grow noninterest income faster than its core lending base.
- Fee income upside is broad.
- Specialist skill is a must.
- Brand reach still limits scale.
- So, high upside but uncertain.
Home equity lines of credit
Home equity lines of credit can swing with home values, rates, and consumer confidence, so OSBC’s HELOC book is more cyclical than core deposits. The product can still grow, but competition from banks, credit unions, and fintech lenders is fierce, so share gains depend on low-friction origination and local cross-sell.
- HELOCs are rate-sensitive.
- Housing equity drives demand.
- Distribution decides winner status.
- OSBC needs focused sales coverage.
To turn this Question Mark into a Star, Old Second Bancorp, Inc. would need tighter branch and digital distribution, plus faster approvals and targeted homeowner outreach.
Old Second’s Question Marks: Upside Exists, But Scale Still Lags
Old Second Bancorp, Inc.’s Question Marks have upside, but share is still too small to call them winners. In 2025, the test is simple: can the Company grow fee income and niche lending faster than losses, costs, and digital rivals? If not, these lines stay volatile and low-impact.
| Area | Status | Key test |
|---|---|---|
| HELOC | Question Mark | Rate + housing cycle |
| Agriculture | Question Mark | Scale without losses |
| Fee services | Question Mark | Grow noninterest income |
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