Marketing & Acquisition

According to a recent survey by freecreditscore.com™, women find financial responsibility more attractive in assessing a romantic partner (96 percent) than physical attractiveness (87 percent) or career ambition (87 percent). Men slightly favor good looks over financial responsibility (92 percent versus 91 percent); however, 20 percent of men surveyed would not marry someone with a poor credit score.

The desire to return to portfolio growth is a clear trend in mature credit markets, such as the US and Canada. Historically, credit unions and banks have driven portfolio growth with aggressive out-bound marketing offers designed to attract new customers and members through loan acquisitions. These offers were typically aligned to a particular product with no strategy alignment between multiple divisions within the organization.  Further, when existing customers submitted a new request for credit, they were treated the same as incoming new customers with no reference to the overall value of the existing relationship. Today, however, financial institutions are looking to create more value from existing customer relationships to drive sustained portfolio growth by increasing customer retention, loyalty and wallet share. Let’s consider this idea further. By identifying the needs of existing customers and matching them to individual credit risk and affordability, effective cross-sell strategies that link the needs of the individual to risk and affordability can ensure that portfolio growth can be achieved while simultaneously increasing customer satisfaction and promoting loyalty. The need to optimize customer touch-points and provide the best possible customer experience is paramount to future performance, as measured by market share and long-term customer profitability. By also responding rapidly to changing customer credit needs, you can further build trust, increase wallet share and profitably grow your loan portfolios.  In the simplest sense, the more of your products a customer uses, the less likely the customer is to leave you for the competition. With these objectives in mind, financial organizations are turning towards the practice of setting holistic, customer-level credit lending parameters. These parameters often referred to as umbrella, or customer lending, limits. The challenges Although the benefits for enhancing existing relationships are clear, there are a number of challenges that bear to mind some important questions to consider: ·     How do you balance the competing objectives of portfolio loan growth while managing future losses? ·     How do you know how much your customer can afford? ·     How do you ensure that customers have access to the products they need when they need them ·     What is the appropriate communication method to position the offer? Few credit unions or banks have lending strategies that differentiate between new and existing customers.  In the most cases, new credit requests are processed identically for both customer groups. The problem with this approach is that it fails to capture and use the power of existing customer data, which will inevitably lead  to suboptimal decisions. Similarly, financial institutions frequently provide inconsistent lending messages to their clients. The following scenarios can potentially arise when institutions fail to look across all relationships to support their core lending and collections processes: 1.     Customer is refused for additional credit on the facility of their choice, whilst simultaneously offered an increase in their credit line on another. 2.     Customer is extended credit on a new facility whilst being seriously delinquent on another. 3.     Customer receives marketing solicitation for three different products from the same institution, in the same week, through three different channels. Essentials for customer lending limits and successful cross-selling By evaluating existing customers on a periodic (monthly) basis, financial institutions can assess holistically the customer’s existing exposure, risk and affordability. By setting customer level lending limits in accordance with these parameters, core lending processes can be rendered more efficient, with superior results and enhanced customer satisfaction. This approach can be extended to consider a fast-track application process for existing relationships with high value, low risk customers. Traditionally, business processes have not identified loan applications from such individuals to provide preferential treatment. The core fundamentals of the approach necessary for the setting of holistic customer lending (umbrella) limits include: ·     The accurate evaluation of credit and default risk ·     The calculation of additional lending capacity and affordability ·     Appropriate product offerings for cross-sell ·     Operational deployment Follow my blog series over the next few months as we explore the essentials for customer lending limits and successful cross-selling.

A recent Experian credit trends analysis of new mortgages and bankcards from Q1 2013 shows a 16 percent year-over-year increase in mortgage origination volume and a 20 percent increase in bankcard limits. Providing further evidence of continued economic recovery throughout the nation, mortgage delinquency rates reached multi-year lows and bankcard delinquency rates reached near-record lows.

A recent study comparing financial differences between men and women found that, overall, women are better at managing money and debt. Differences between the two populations include:

Financial institutions are revisiting their policies and thresholds for lending to small businesses and are slowly loosening restrictions. In a recent survey by the Federal Reserve Board, 9.2 percent of senior loan officers said they have "somewhat" eased their standards for lending to small firms and provided commercial borrowers more leeway, in the form of slightly bigger credit lines and longer maturity terms.

A recent survey that polled Americans on credit scores found that while nearly half of respondents (49 percent) check their credit scores at least once per year, the rest check once every two years or less, including a worrisome 22 percent who never check. The most common reasons for checking a credit score include purchasing a home (31 percent) or an automobile (32 percent).

VantageScore Solutions’ analysts recently examined how many accounts consumers with prime credit scores typically have in their credit file. Consumers who generally qualify for loans have an average of 13 loans in their credit files, and typically the oldest loan is more than 15 years old.

While VantageScore® credit score super-prime consumers carried the lowest average credit card balance of all credit tiers in Q4 2012 ($2,581), this group experienced the greatest average balance increase (6 percent) when compared with the previous quarter. All other credit tiers had little or no change to their average credit card balance.

Using a more inclusive scoring model such as the new VantageScore® 3.0, lenders can score up to 30 million consumers who are labeled "unscoreable" by traditional models. Nearly 25 percent of these consumers are prime or near-prime credit quality.

While the overall average VantageScore® for consumers in Q4 2012 was 748, the average score can vary greatly by specific loan product. For example, the average VantageScore for consumers with a home equity line of credit is 864, which is the highest average score for all products, reflecting tighter lending requirements. Student loans have the lowest average VantageScore of 695.

Spending on debit and prepaid cards in the United States topped $2 trillion in 2011, with 75 percent of this purchase volume being non-ATM transactions. The evolution of marketing knowledge and tactics for the U.S. debit card market can be applied to other countries migrating payment from cash to noncash transactions.

The average unscoreable consumer has a good job and a better-than-adequate credit profile. Sixty-one percent of unscoreable consumers hold professional level or skilled labor jobs, 30 percent have credit profiles that fall into the super prime/prime category and 20 percent are considered near-prime.

According to a recent survey that asked Americans about their understanding of credit scores 83 percent have checked their credit scores and nearly half (42 percent) want to improve credit scores, but don’t know how. Sixty-five percent of respondents indicated they consider their credit score when engaging in credit-related activities such as applying for a new card or skipping a payment. When it comes to gender and credit, women (68 percent) are more likely than men (61 percent) to consider their credit score before making credit usage decisions.

Roughly 70 percent of credit scores change by up to 20 points in any given 90-day window. Most consumers experience a score improvement rather than a score drop, with 56 percent of consumers shifting higher, 34 percent shifting lower and 10 percent staying the same.

Bankcard originations have continued to increase, with Q3 2012 originations increasing 32 percent over Q3 2011. On average, 66 percent of the population now holds one or more bankcards. However, the percentage of consumers who have a bankcard varies greatly by VantageScore® tier: