1 Brochure More information from Best Practices for Managing Credit Card Risk in Emerging Markets Description: This report provides an in-depth and focused analysis of the critical business issues in banking and retail finance, cards and payments and accounting today. Aimed at industry executives, strategists, researchers and consultants, Management Reports are written by industry practitioners and consultants who bring an expert overview of industry trends and issues, backed up by original data and extensive case studies. This report is the result of unique quantitative and qualitative research into key issues and markets and offers a wealth of data and actionable information unavailable anywhere else. Vital new research for issuers of every size and stage of development in emerging markets discover how to adapt the tools and experience of more mature markets to quickly implement successful credit cycle risk management practices. You will: - Discover how to implement and manage a successful credit risk cycle even if your organisation lacks experience or a supporting infrastructure - Realise the enormous opportunity in tackling key success factors early ensuring you to get it right first time and successfully avoid the common mistakes made by your predecessors - Learn which risk management tools can be tailored to emerging markets to support your business objectives and accelerate company growth - Capitalise on the experience, tools and skill sets available and learn why sophisticated technology is not a prerequisite for best practice risk management - Implement best practice by learning from the experience of more developed markets, including their mistakes About the author: Charles Dalton has held senior management positions in several card businesses including National Data Corporation, Bank of the Southwest and Carte Blanche. His experience includes creation and enhancement of service organizations, phone centre operations, risk management policies and collection functions, as well as virtually all back-office activities in the card industry. Practicing as Dalton Associates International, he has consulted in 21 countries in Australasia, Europe and Africa, as well as the US. The 40+ consulting engagements have included start up total process design, call center operation initiation, collection operational improvement, existing business process rationalisation, structural enhancement and combining bank and card structure and processes. Results are focused on cost reduction, productivity and service improvement. He has developed and presented over 30 week-long seminars on card operational productivity for Mastercard University, Visa International, the Asia-Pacific Banking Institute and Diners Club International. Contents: Foreword Executive summary Introduction Key findings What is the credit risk cycle? The importance of managing the credit risk cycle in emerging markets The challenges facing issuers in emerging markets Managing the credit risk cycle in the absence of credit bureaux Marketing/sales and the credit risk cycle Risk management policies Risk management tools Score cards Behavioural scores Predictive models The application process
2 Account management Use of the behavioural score in account management Account suspension policies and procedures Credit line review increase or decrease Re-issue, replacement and additional card handling Pricing Credit loss Analysis and provisioning Fraud In-house risk management skills and tools The future of risk management in emerging markets New technology availability and use Credit bureau development 1. Background What is the credit risk cycle? Development of the cycle in the credit card industry Reasons for development of the credit risk cycle Historical perspective 2. Overview The importance of managing the credit risk cycle in emerging markets The challenges facing issuers in emerging markets Managing the credit risk cycle in the absence of credit bureaux Profit and the cycle Marketing/sales and the credit risk cycle 3. Development of effective risk management policies Who develops policy? Who owns risk? Policies required Corporate accounts Merchant credit Fraud Credit loss. Development of policies Evaluation and revision of policies the cycle 4. Developing scorecards, behavioural scores and models Development and use of application scorecards Creation and use of behavioural scores: general by segment Development and use of predictive models Ongoing score validation/revision 5. The application process Something happened A typical application process Application receipt Imaging or filming Data capture Positive file check EWP match Negative file(s) check Raw score computation Verification queues Approval queues. Obtaining and utilisation of prospect and customer databases Designing effective applications
3 Application fraud Application process MIS Internet and website utilisation Referral bands, line assignment, review process 6. Account management (credit administration) Identifying indicators and tools to track account behaviour Information and analytical activities Use of the behavioural score in account management Surfacing and handling exception, risk and credit-related issues Account suspension policies and procedures Credit line review: increase or decrease Re-issue, replacement and additional card handling Re-issue Replacement cards Additional cards Pricing: risk-based APRs, penalty rates, etc Website and internet use 7. Defining early and late The collection ladder Collection policies: development and use Development of account-handling procedures Third-party collections Tools of collections Collection MIS: historical development to the present day 8. Credit loss Models: types of losses Analysis and provisioning Recovery activities Position in the cycle 9. Fraud Fighting fraud in the marketplace The shift towards EMV technology True name fraud Lost and stolen cards Fraud positioning in the business 10. Credit risk cycle structures, staffing and training Incoming calls Training and staffing Risk policy 11. The future of risk management in emerging markets Credit bureau development Governmental attitudes Industry attitudes Societal attitudes In-house risk management skills and tools New technology: availability and use Predictive dialler Inward IVR and keypad
4 Eligibility routines New account systems Collection system The website and internet in the future of the credit risk cycle Structural challenges Tables Table 5.1: Internal changes resulted or now resulting Table 7.1: Some characteristics of accounts at two levels of delinquency Table 7.2: Historical and current collection practices Table 7.3: Example: a three-way movement looking at a single value from 30 days through to 120 days, starting at 50,000,000 Table 8.1: Types of losses Figures Figure 1: A credit risk cycle conceptual view Figure 1.1: A credit risk cycle conceptual view Figure 1.2: A typical, traditional credit feedback concept, used by management in many markets today Figure 1.3: Credit management a traditional functional schematic Figure 1.4: A credit cycle risk conceptual view. Figure 3.1: Typical position of risk policy in card organisations Figure 3.2: Potential credit risk policy for cards as part of a bank risk policy team Figure 3.3: Credit card risk policy risk analysis structure Figure 5.1: Conceptual application process Figure 6.1: An example of a credit limit increase eligibility routine Figure 7.1: Example of a collection ladder Figure 7.2: Example of a collection matrix Figure 7.3: A single cell from a collection matrix Figure 7.4: A billing cycle in a portfolio between 30 and 60 days Figure 7.5: Manual collection call sheet Figure 7.6: A brief sample of collection MIS taken from an automated collection system Figure 7.7: Predictive dialler results Figure 10.1: Traditional collection staffing structure Figure 10.2: Modern collection structure Figure 10.3: The modern application process structure Figure 10.4: Overview of a traditional organisation structure Figure 11.1: A challenge for the future credit risk cycle-related structures only Ordering: Order Online - Order by Fax - using the form below Order by Post - print the order form below and send to Research and Markets, Guinness Centre, Taylors Lane, Dublin 8, Ireland.
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