Financial Services

By: Mike Horrocks Managing your portfolio can be a long and arduous process that ties up your internal resources but without it, there’s an increase of additional risk and potential losses. The key is to use loan automation to pull together data in a meaningful manner and go from a reactive to proactive process that can: Address the overall risks and opportunities within your loan portfolio ​Get a complete view of the credit and operational risk associated with a credit relationship or portfolio segment Monitor and track actionable steps by leveraging both internal and external data Watch how to avoid the 5 most common mistakes in loan portfolio management to help you reduce overall risk, but also identify cross sell and upsell opportunities. With a more automated process your lending staff can focus on bringing in new business rather than reacting to delinquencies and following up on credit issues. 

This is the second post in a three-part series. Imagine the circumstances of a traveler coming to a never before visited culture. The opportunity is the new sights, cuisine and cultural experiences. Among the risks is the not before experienced pathogens and the strength of the overall health services infrastructure. In a similar vein, all too frequently we see the following conflict within our client institutions. The internal demands of an ever-increasing competitive landscape drive businesses to seek more data; improved ease of accessibility and manipulation of data; and acceleration in creating new attributes supporting more complex analytic solutions. At the same time, requirements for good governance and heightened regulatory oversight are driving for improved documentation and controlled access, all with improved monitoring and documented and tested controls. As always, the traveler/businessman must respond to the environment, and the best medicine is to be well-informed of both the perils and the opportunities. The good news is that we have seen many institutions invest significantly in their audit and compliance functions over the past several years. This has provided the lender with both better insights into its current risk ecosystem and the improved skill set to continue to refine those insights. The opportunity is for the lender to leverage this new strength. For many lenders, this investment largely has been in response to broadening regulatory oversight to ensure there are proper protocols in place to confirm adherence to relevant rules and regulations and to identify issues of disparate impact. A list of the more high-profile regulations would include: Equal Credit Opportunity Act (ECOA) — to facilitate enforcement of fair lending laws and enable communities, governmental entities and creditors to identify business and community development needs and opportunities of women-owned, minority-owned and small businesses. Home Mortgage Disclosure Act (HMDA) — to require mortgage lenders to collect and report additional data fields. Truth in Lending Act (TLA) — to prohibit abusive or unfair lending practices that promote disparities among consumers of equal creditworthiness but of different race, ethnicity, gender or age. Consumer Financial Protection Bureau (CFPB) — evolving rules and regulations with a focus on perceptions of fairness and value through transparency and consumer education. Gramm-Leach-Bliley Act (GLBA) — requires companies to give consumers privacy notices that explain the institutions’ information-sharing practices. In turn, consumers have the right to limit some, but not all, sharing of their information. Fair Debt Collections Practices Act (FDCPA) — provides guidelines for collection agencies that are seeking to collect legitimate debts while providing protections and remedies for debtors. Recently, most lenders have focused their audit/compliance activities on the analytics, models and policies used to treat consumer/client accounts/relationships. This focus is understandable since it is these analytics and models that are central to the portfolio performance forecasts and Comprehensive Capital Analysis and Review (CCAR)–mandated stress-test exercises that have been of greater emphasis in responding to recent regulatory demands. Thus far at many lenders, this same rigor has not yet been applied to the data itself, which is the core component of these policies and frequently complex analytics. The strength of both the individual consumer–level treatments and the portfolio-level forecasts is negatively impacted if the data underlying these treatments is compromised. This data/attribute usage ecosystem demands clarity and consistency in attribute definition; extraction; and new attribute design, implementation to models and treatments, validation and audit. When a lender determines there is a need to enhance its data governance infrastructure, Experian® is a resource to be considered. Experian has this data governance discipline within our corporate DNA — and for good reason. Experian receives large and small files on a daily basis from tens of thousands of data providers. In order to be sure the data is of high quality so as not to contaminate the legacy data, rigorous audits of each file received are conducted and detailed reports are generated on issues of quality and exceptions. This information is shared with the data provider for a cycle of continuous improvement. To further enhance the predictive insights of the data, Experian then develops new attributes and complex analytics leveraging the base and developed attributes for analytic tools. This data and the analytic tools then are utilized by thousands of  authorized users/lenders, who manage broad-ranging relationships with millions of individuals and small businesses. These individuals and businesses then have rights to reproach Experian for error(s) both perceived and actual. This demanding cycle underscores the value of the data and the value of our rigorous data governance infrastructure. This very same process occurs at many lenders sites. Certainly, a similar level of data integrity born from a comprehensive data governance process also is warranted. In the next and final blog in this series, we will explore how a disciplined business review of an institution’s data governance process is conducted. Discover how a proven partner with rich experience in data governance, such as Experian, can provide the support your company needs to ensure a rigorous data governance ecosystem. Do more than comply. Succeed with an effective data governance program.

A new comarketing agreement for MainStreet Technologies’ (MST) Loan Loss Analyzer product with Experian Decision Analytics’ Baker Hill Advisor® product will provide the banking industry with a comprehensive, automated loan-management offering. The combined products provide banks greater confidence for loan management and loan-pricing calculations. Experian Decision Analytics Baker Hill Advisor product supports banks’ commercial and small-business loan operations comprehensively, from procuring new loans through collections. MST’s Loan Loss Analyzer streamlines the estimation and documentation of the Allowance for Loan and Lease Losses (ALLL), the bank’s most critical quarterly calculation. The MST product automates the most acute processes required of community bankers in managing their commercial and small-business loan portfolios. Both systems are data-driven, configurable and designed to accommodate existing bank processes. The products already effectively work together for community banks of varying asset sizes, adding efficiencies and accuracy while addressing today’s increasingly complex regulatory requirements. “Experian’s Baker Hill Advisor product-development priorities have always been driven by our user community. Changes in regulatory and accounting requirements have our clients looking for a sophisticated ALLL system. Working with MainStreet, we can refer our clients to an industry-leading ALLL platform,” said John Watts, Experian Decision Analytics director of product management. “The sharing of data between our organizations creates an environment where strategic ALLL calculations are more robust and tactical lending decisions can be made with more confidence. It provides clients a complete service at every point within the organization.” “Bankers, including many using our Loan Loss Analyzer, have used Experian’s Baker Hill® software to manage their commercial loan programs for more than three decades,” said Dalton T. Sirmans, CEO and MST president. “Bankers who choose to implement Experian’s Baker Hill Advisor and the MST Loan Loss Analyzer will be automating their loan management, tracking, reporting and documentation in the most comprehensive, user-friendly and feature-rich manner available.” For more information on MainStreet Technologies, please visit http://www.mainstreet-tech.com/banking For more information on Baker Hill, visit http://ex.pn/BakerHill

By: John Robertson I began this blog series asking the question “How can banks offer such low rates?” Exploring the relationship of pricing in an environment where we have a normalized. I outlined a simplistic view of loan pricing as: + Interest Income + Non-Interest Income Cost of Funds Non-Interest Expense Risk Expense = Income before Tax Along those lines, I outlined how perplexing it is to think at some of these current levels, banks could possibly make any money. I suggested these offerings must be lost leaders with the anticipation of more business in the future or possibly, additional deposits to maintain a hold on the relationship over time. Or, I shudder to think, banks could be short funding the loans with the excess cash on their balance sheets. I did stumble across another possibility while proving out an old theory which was very revealing. The old theory stated by a professor many years ago was “Margins will continue to narrow…. Forever”. We’ve certainly seen that in the consumer world. In pursuit of proof to this theory I went to the trusty UBPR and looked at the net interest margin results from 2011 until today for two peer groups (insured commercial banks from $300 million to $1 billion and insured commercial banks greater the $3 billion). What I found was, in fact, margins have narrowed anywhere from 10 to 20 basis points for those two groups during that span even though non-interest expense stayed relatively flat. Not wanting to stop there, I started looking at one of the biggest players individually and found an interesting difference in their C&I portfolio. Their non-interest expense number was comparable to the others as well as their cost of funds but the swing component was non-interest income.  One line item on the UPBR’s income statement is Overhead (i.e. non-interest expense) minus non-interest income (NII). This bank had a strategic advantage when pricing there loans due to their fee income generation capabilities. They are not just looking at spread but contribution as well to ensure they meet their stated goals. So why do banks hesitate to ask for a fee if a customer wants a certain rate? Someone seems to have figured it out. Your thoughts?

According to a recent 41st Parameter® study, 85 percent of consumers use online or mobile channels to conduct business.

I have heard from a few creditors that when it comes to allocating accounts to collection agencies for recoveries creating a rule based strategy isn’t always in the cards. When clients use multiple collection agencies their ability to allocate accounts to the different agencies based on rule based strategies isn’t always available.  Some have a single setting on a billing or assignment system that indicates the account is to be assigned to Collection Agency X versus Collection Agency Y, and there is no easy method to make that assignment based on a true strategy.  Worse yet, it is often difficult to impossible to reassign that account from Collection Agency X to Collection Agency Y if the account status or risk level changes.  This means that their use of multiple collection agencies is not as “optimized” as it could be if a scripting or rule based tool was available to the business user.   Optimizing assignments means that the account is initially as well as subsequently assigned to the right agency at the right time based on its type, risk, history, balance, status and other circumstances to maximum recoveries.   This approach can make a significant difference in the recovery of bad debt. Furthermore, test results or allocations should be displayed after a script has been entered.  This usually provides a “what if” on collection agency assignments displaying the number or dollar value assigned if the rule was implemented.  That way you know if the script is correct (ballpark allocation seems reasonable), and if the allocation to any particular agency is within policy limits by dollar amount or number of accounts. Do you believe that you are optimizating your allocations to the agencies you use?  Do you have the tools you need to effectively assign each account to the right agency? Experian can help with its agency allocation and management solutions through Tallyman Agency Allocation. Learn more about our Tallyman Agency Allocation software. 

By: Mike Horrocks A recent industry survey was published that called out the number one reason that lenders were dissatisfied or willing to go to another financial institution (and take their book of business with them) was not compensation.  While, compensation is often thought of as the number one driver for this kind of change in your bench of lenders, it had much more to do with being able to serve customers efficiently. One of the key reasons that lenders were unhappy was that they were in a workflow and decisioning process where the lender could not close loans on time, putting stress on the loan officer's relationships and destroying borrower confidence.  Thinking of my own experiences as a commercial lender, my interactions with the private bankers, branch managers, and lenders that served every kind of customer, I would absolutely have to agree with this study.  Nothing is more disheartening then working on bringing in a client, and then having the process not give me a response in the time that my clients are expecting or that the completion is achieving. Automation in the process is the key.  While lenders still will need to be engaged in the process and paying attention to the relationship, it can be significantly refocused to other parts of the business.  This leads to benefits such as: Protecting the back office and the consistence of booking and servicing loans. Ensuring that the risk appetite is consistent for the institution for every deal. Growing a portfolio of loans that can and will adhere to sound portfolio management techniques. So how is your process supporting lenders?  Are you automating to help in areas that give you a competitive advantage with robust credit scores, decision strategies or risk management solutions that are helping close deals quickly or are you requiring a process that is keeping them from bringing more customers (and profits) in the door? Henry Ford is credited to say, “Coming together is a beginning. Keeping together is progress. Working together is success.”   Take a closer look at your lending process.  Do you have the tools that help bring your lenders, your customers, and your organization together?  If you don’t you may be losing some of your best talent for loan production at a time when you can least afford it.

As data breaches continue to attract publicity, consumers are expecting more from impacted organizations.

Online crooks are getting more sophisticated by the second. Nowadays, fraudsters have the ability to conduct “clean fraud,” obtaining legitimate identities of users from the black market or data breaches to compromise a victim’s card account. Malware, too, is becoming more sophisticated both in the mobile and non-mobile space. But how can organizations fight such high-level tactics in such a broad, complex space? John Sarreal, Senior Director of Product Management at 41st Parameter, an online fraud prevention player, sat down with PYMNTS after the recent release of the white paper “Surveillance, Staging, and the Fraud Lifecycle” to reveal the inner workings of a cyber criminal’s mind, what should be done before and after data is snatched, and which aspects of account takeover are the most overlooked and dangerous. Interview excerpts Take us through the mind of a cyber-criminal. What are the most sophisticated tactics used today to capture account information from corporate systems? JS: The amount of clean fraud that we see with our customers is unprecedented. By focusing on obtaining legitimate credentials and identities, fraudsters are more easily able to bypass traditional controls. This means that fraud tools need to adapt and gather additional attributes to augment their fraud screening. Although the techniques they’re using now to obtain these credentials are increasingly sophisticated, the MOs are still rooted in basic phishing and social engineering attacks. Fraudsters will use identity information obtained from the black market or data breaches to conduct very convincing phishing attacks to reveal everything that is needed to compromise a victim’s card account. There’s also increasing sophistication in the use of malware to steal sensitive credentials in both the mobile and non-mobile arena. In Android, for example, Google recently passed a vulnerability that allows sophisticated malware to impersonate digital certificate signing authorities. This vulnerability allowed the malware to install itself on a mobile device without any user notification or intervention – obviously, a very dangerous attack. Link to the podcast and transcript here.

Every prospecting list needs to be filtered by your organizations specific credit risk threshold.  Whether you’re developing a campaign targeting super-prime, sub-prime, or consumers who fall somewhere in between, an effective credit risk model needs to do two things: 1) accurately represent a consumer’s risk level and 2) expand the scoreable population. The newly redeveloped VantageScore® credit score does both. With the VantageScore® credit score, you get a scoring model that’s calibrated to post-recession consumer behavior, as well the ability to score nearly 35 million additional consumers - consumers who are typically excluded from most marketing lists because they are invisible to older legacy models. Nearly a third of those newly-scoreable consumers are near-prime and prime. However, if your market is emerging to sub-prime consumers - you’ve found the mother-load! Delinquency isn’t the only risk to contend with. Bankruptcies can mean high losses for your organization at any risk level.  Traditional credit risk models are not calibrated to specifically look for behavior that predicts future bankruptcies. Experian's Bankruptcy PLUS filters out high bankruptcy risk from your list.  Using Bankruptcy PLUS you’re able to bring down your overall risk while removing as few people as possible. My next post looks into ways to identify profitable consumers in your list.   For more see: Four steps to creating the ideal prospecting list.

At Experian, we frequently get asked by clients how they can get bigger mailing list that open new markets and reach more people. But bigger isn’t necessarily better, and it doesn’t always translate to a higher return on your marketing investment. Instead of just increasing volume, let’s consider a different, more focused approach - using the latest in analytic tools and scores.  This approach relies on effective pre-screening to create the ideal prospecting lists based on your business objective. We’ve identified four key steps to building a prescreen list of your ideal prospects: Optimize risk selection Find the most profitable consumers Target customers who need or want your products Design the right offer In the next post, Optimal Risk Selection,  I’ll dig deeper into each step and present some tools and scores that can help meet the objective of each.      

By: Mike Horrocks The Wall Street Journal just recently posted an article that mentioned the cost of the financial regulations for some of the largest banks.  Within the article it is staggering to see the cost of the financial crisis and also to see how so much of this could have been minimized by sound banking practices, adoption to technology, etc.  As a former commercial banker and as I talk with associates in the banking industry, I know that there are more causes to point at for the crisis then there are fingers…but that is not the purpose of my blog today. My point is the same thing I ask my teenage boys when they get in trouble, “Now, what are you going to do to fix it?” Here are a couple of ideas that I want to share with the banking industry.  Each bank and market you are going after is a bit unique; however think about these this week and what you could do. It is about the customer – the channel is just how you touch that customer.  Every day you hear the branch office is dead and that mobile is the next wave.  And yes, if I was a betting man, I would clearly say mobile is the way to go. But if you don’t do it right, you will drive customers away just as fast (check out the stats from a Google mobile banking study).    At the end of the day, make sure you are where your customers want to be (and yes for some that could even be a branch). Trust is king.  The Beatles may have said that “All You Need Is Love”, but in banking it is all about trust.  Will my transaction go thru? Will my account be safe? Will I be able to do all that I need to do on this mobile phone and still be safe since it also has Angry Birds on it?  If your customer cannot trust you to do what they feel are simple things, then they will walk.  You have to protect your customers, as they try to do business with you and others. Regulations are here to stay.  It pains me to say it, but this is going to be a truth for a long while.  Banks need to make sure they check the box, stay safe, and then get on to doing what they do best – identify and manage risk.  No bank will win the war for shareholder attention because they internally can answer the regulators better than the competition.  When you are dealing with complicated issues like  CCAR, Basel II or III, or any other item, working with professionals can help you stay on track. This last point represents a huge challenge for banks as the number of regulations imposed on financial institutions has grown significantly over the past five years. On top that the level of complexity behind each regulation is high, requiring in-depth knowledge to implement and comply. Lenders have to understand all the complexity of these regulations so they can find the balance to meet compliance obligations. At the same time they need to identify profitable business opportunities.     Make sure to read our Comply whitepaper to gain more insight on regulations affecting financial institutions and how you can prepare your business.  A little brainstorming and a single action toward each of these in the next 90 days will make a difference.  So now, what are you going to do to fix it?

A recent survey reveals that 30 percent of travelers have experienced identity theft while traveling or know someone who has.

Are you sure you are making the best consumer credit decisions? Given the constantly evolving market conditions, it is a challenge to keep informed. In order to confidently grow and manage the bottom line, organizations need to avoid these four basic risks of making credit decisions with limited trend visibility. Competitive Risk - With limited visibility to industry trends, organizations cannot understand their position relative to peers. Product Risk - Organizations without access to the latest consumer behaviors cannot identify and capitalize on emerging trends. Market Risk - Decisions suffer when made without considering market trends in the context of the economy. Resource Risk - Extracting useful insights from vast market data requires abundant resources and comprehensive expertise. Get more information on the business risks of navigating credit decisions with limited trend visibility.

A recent study conducted by the Ponemon Institute found that a data breach is among the top three occurrences that affect brand reputation, along with poor customer service and an environmental incident.