
In this article…
Lorem ipsum dolor sit amet, consectetur adipiscing elit. Phasellus at nisl nunc. Sed et nunc a erat vestibulum faucibus. Sed fermentum placerat mi aliquet vulputate. In hac habitasse platea dictumst. Maecenas ante dolor, venenatis vitae neque pulvinar, gravida gravida quam. Phasellus tempor rhoncus ante, ac viverra justo scelerisque at. Sed sollicitudin elit vitae est lobortis luctus. Mauris vel ex at metus cursus vestibulum lobortis cursus quam. Donec egestas cursus ex quis molestie. Mauris vel porttitor sapien. Curabitur tempor velit nulla, in tempor enim lacinia vitae. Sed cursus nunc nec auctor aliquam. Morbi fermentum, nisl nec pulvinar dapibus, lectus justo commodo lectus, eu interdum dolor metus et risus. Vivamus bibendum dolor tellus, ut efficitur nibh porttitor nec.
Pellentesque habitant morbi tristique senectus et netus et malesuada fames ac turpis egestas. Maecenas facilisis pellentesque urna, et porta risus ornare id. Morbi augue sem, finibus quis turpis vitae, lobortis malesuada erat. Nullam vehicula rutrum urna et rutrum. Mauris convallis ac quam eget ornare. Nunc pellentesque risus dapibus nibh auctor tempor. Nulla neque tortor, feugiat in aliquet eget, tempus eget justo. Praesent vehicula aliquet tellus, ac bibendum tortor ullamcorper sit amet. Pellentesque tempus lacus eget aliquet euismod. Nam quis sapien metus. Nam eu interdum orci. Sed consequat, lectus quis interdum placerat, purus leo venenatis mi, ut ullamcorper dui lorem sit amet nunc. Donec semper suscipit quam eu blandit. Sed quis maximus metus. Nullam efficitur efficitur viverra. Curabitur egestas eu arcu in cursus.
H1
H2
H3
H4
Lorem ipsum dolor sit amet, consectetur adipiscing elit. Vestibulum dapibus ullamcorper ex, sed congue massa. Duis at fringilla nisi. Aenean eu nibh vitae quam auctor ultrices. Donec consequat mattis viverra. Morbi sed egestas ante. Vivamus ornare nulla sapien. Integer mollis semper egestas. Cras vehicula erat eu ligula commodo vestibulum. Fusce at pulvinar urna, ut iaculis eros. Pellentesque volutpat leo non dui aliquet, sagittis auctor tellus accumsan. Curabitur nibh mauris, placerat sed pulvinar in, ullamcorper non nunc. Praesent id imperdiet lorem.
H5
Curabitur id purus est. Fusce porttitor tortor ut ante volutpat egestas. Quisque imperdiet lobortis justo, ac vulputate eros imperdiet ut. Phasellus erat urna, pulvinar id turpis sit amet, aliquet dictum metus. Fusce et dapibus ipsum, at lacinia purus. Vestibulum euismod lectus quis ex porta, eget elementum elit fermentum. Sed semper convallis urna, at ultrices nibh euismod eu. Cras ultrices sem quis arcu fermentum viverra. Nullam hendrerit venenatis orci, id dictum leo elementum et. Sed mattis facilisis lectus ac laoreet. Nam a turpis mattis, egestas augue eu, faucibus ex. Integer pulvinar ut risus id auctor. Sed in mauris convallis, interdum mi non, sodales lorem. Praesent dignissim libero ligula, eu mattis nibh convallis a. Nunc pulvinar venenatis leo, ac rhoncus eros euismod sed. Quisque vulputate faucibus elit, vitae varius arcu congue et.
Ut convallis cursus dictum. In hac habitasse platea dictumst. Ut eleifend eget erat vitae tempor. Nam tempus pulvinar dui, ac auctor augue pharetra nec. Sed magna augue, interdum a gravida ac, lacinia quis erat. Pellentesque fermentum in enim at tempor. Proin suscipit, odio ut lobortis semper, est dolor maximus elit, ac fringilla lorem ex eu mauris.
- Phasellus vitae elit et dui fermentum ornare. Vestibulum non odio nec nulla accumsan feugiat nec eu nibh. Cras tincidunt sem sed lacinia mollis. Vivamus augue justo, placerat vel euismod vitae, feugiat at sapien. Maecenas sed blandit dolor. Maecenas vel mauris arcu. Morbi id ligula congue, feugiat nisl nec, vulputate purus. Nunc nec aliquet tortor. Maecenas interdum lectus a hendrerit tristique. Ut sit amet feugiat velit.
- Test
- Yes

By: Amanda Roth Doesn’t that sound strange: Pricing WITH competition? We are familiar with the sayings of pricing for competition and pricing to be competitive, but did you ever think you would need to price with competition? When developing a risk-based pricing program, it is important to make sure you do not price against the competition in any extreme. Some clients decide they want to price lower than the competition regardless of how it impacts their profitability. However, others price only for profitability without any respect to their competition. As we discussed last week, risk-based pricing is 80 percent statistics, but 20 percent art — and competition is part of the artistic portion. Once you complete your profitability analysis (refer to 12/28/2009 posting), you will often need to massage the final interest rate to be applied to loan applications. If the results of the analysis are that your interest rate needs to be 8.0 percent in your “A” tier to guarantee profitability, but your competition is only charging 6.0 percent, there could be a problem if you go to market with that pricing strategy. You will probably experience most of your application volume coming to an end, especially those customers with low risk that can obtain the best rates of a lender. Creativity is the approach you must take to become more competitive while still maintaining profitability. It may be an approach of offering the 6.0 percent rate to the best 10 percent of your applicant base only, while charging slightly higher rates in your “D” and “E” tiers. Another option may be that you need to look internally at processing efficiencies to determine if there is a way to decrease the overall cost associated with the decision process. Are there decision strategies in place that are creating a manual decision when more could be automated? Pricing higher than the market rate can be detrimental to any organization, therefore it is imperative to apply an artistic approach while maintaining the integrity of the statistical analysis. Join us next week to continue this topic of pricing with competition which is, again, an important consideration when developing a risk-based pricing program.

By: Ken Pruett I thought it might be helpful to give an example of a recent performance monitoring engagement to show just how the performance monitoring process can help. The organization to which I'm referring has been using Knowledge Based Authentication for several years. They are issuing retail credit cards for their online channel. This is an area that usually experiences a higher rate of fraud. The Knowledge Based Authentication product is used prior to credit being issued. The performance monitoring process involved the organization providing us with a sample of approximately 120,000 records of which some were good and some were bad. Analysis showed that they had a 25 percent referral rate — but they were concerned about the number of frauds they were catching. They felt that too many frauds were getting through; they believed the fraud process was probably too lenient. Based on their input, we started a detailed analytic exercise with the intention, of course, to minimize fraud losses. Our study found that, by changing several criteria items with the set-up, the organization was able to get the tool to be more in-line with expectations. So, by lowering the pass rate by only 9 percent they increased their fraud find rate by 27 percent. This was much more in-line with their goals for this process. In this situation, a score was being used, in combination with the organization's customer's ability to answer questions, to determine the overall accept or refer decision. The change to the current set-up involved requiring customers to answer at least one more question in combination with certain scores. Although the change was minor in nature, it yielded fairly significant results. Our next step in the engagement involved looking at the questions. Analysis showed that some questions should be eliminated due to poor performance. They were not really separating fraud; so, removing them would be beneficial to the overall process. We also determined that some questions performed very well. We recommended that these questions should carry a higher weight in the overall decision process. An example would be that a customer be required to answer only two questions correct for the higher weighted questions versus three of the lesser performing questions. The key here is to help keep pass rates up while still preventing fraud. Striking this delicate balance is the key objective. As you can see from this example, this is an ongoing process, but the value in that process is definitely worth the time and effort.

We've recently discussed management of risk, collections strategy, credit attributes, and the like for the bank card, telco, and real estate markets. This blog will provide insights into the trends of the automotive finance market as of third quarter 2009. In terms of credit quality, the market has been relatively steady in year-over-year comparisons. The subprime group saw the biggest change in risk distribution from 3Q08, with a -3.74 percent shift. Overall, balances have declined to just over $673 billion (- 4 percent). In 3Q09, banks held the largest total of outstanding automotive balances of $241 billion (with captive auto next at $203 billion). Credit unions had the largest increase from 3Q08 (with $5 billion) and the finance/other group had the largest decrease in balances (- $23 billion). How are automotive loans performing? Total 30- and 60-day delinquencies are still on the rise, but the rate of increase of 30-day delinquencies appears to be slowing. New originations are dominating in the Prime plus market (66 percent), up by 10 percent. Lending criteria has tightened and, as a result, we see scores on both new and used vehicles continue to increase. For new buyers, over 83 percent are Prime plus. For used buyers, over 53 percent are Prime plus. The average credit score changed from 762 in 3Q08 to 775 in 3Q09 — up 13 points for new vehicles. For used vehicles in the same time period: 670 to 684, up 14 points. Lastly, let’s take a look at how financing has changed from 3Q08 to 3Q09. The financed amounts and monthly payments have dropped year-over-year as well as the average term and average rate. Source: State of the Automotive Finance Market, Third Quarter 2009 by Melinda Zabritski, director of Automotive Credit at Experian and Experian-Oliver Wyman Market Intelligence Reports


