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By: Kennis Wong It's true that intent is difficult to prove. It's also true that financial situations change. That's why financial institutions have not, yet, successfully fought off first-party fraud. However, there are some tell-tale signs of intent when you look at the consumer's behavior as a whole, particularly across all his/her financial relationships. For example, in a classic bust out case, you would see that the consumer, with pristine credit history, applies for more and more credit cards while maintaining a relatively low balance and utilization across all issuers. If you graph the number of credit cards and number of credit applications over time, you would see two hockey-stick lines. When the accounts go bad, they do so at almost the same time. This pattern is not always apparent at the time of origination, that's why it's important to monitor frequently for account review and fraud database alerts. On the other hand, consumers with financial difficulties have different patterns. They might have more credit lines over time, but you would see that some credit lines may go delinquent while others don't. You might also see that consumers cure some lines after delinquencies…you can see their struggle of trying to pay. Of course the intent "pattern" is not always clear. When dealing with fraudsters in fraud account management, even with the help of the fraud database, fraud trends and fraud alert, change their behaviors and use new techniques.

By: Tracy Bremmer There has been a lot of hype these days about people strategically defaulting on their mortgage loans. In other words, a consumer is underwater on their house and so he/she makes a strategic decision to walk away from it. In these instances, the consumer is current on all of their non-mortgage accounts, but because the value of their home is less than what they owe, they make the decision to default on their mortgage loan. Experian and Oliver Wyman teamed up to really dig into this population and determine these issues: • Does this population really exist? • If so, what are the characteristics of this population, such as assessing credit risk or bankruptcy scores? • How should loan modification strategies be differentiated based on this population? This blog will be one of a three-part series that addresses these questions. Let’s begin with the first question. 1. Does this population really exist? The quick answer is yes – this population does indeed exist. In fact, in 2008 strategic defaulters represented 18 percent of all mortgage defaults, up 500 percent from 2004. When we conducted our study we found there were varying populations that also existed when it came to mortgage defaults. In fact, we classified mortgage defaulters into five categories: strategic defaulter, cash flow manager, distressed defaulter, no non-real estate trades, and pay-downs. We defined these populations as follows: • Strategic defaulter – Borrowers who are delinquent on their mortgages, even when they can afford the payment, because their loan balance exceeds the value of their home, • Cash flow manager – Borrowers facing delinquency issues with their mortgage because of temporary distress, but continue to make payments on all credit obligations, • Distressed defaulter – Borrowers facing potential affordability issues that go delinquent on their mortgage along with other credit obligations, • No non-real estate trades – Borrowers who are delinquent on their mortgage, however they do not have any other non-mortgage trades to evaluate if they have strategically defaulted or are in distress, • Pay-downs – Borrowers who pay down their mortgage loan. In my next blog, I will address the characteristic differences in behavior between these populations. Specifically, I will evaluate what characteristics make strategic defaulters stand out from the rest and what is unique about the cash flow managers. Source: Experian-Oliver Wyman Market Intelligence Reports; Understanding Strategic Default in Mortgage topical study / webinar. August 2009.

— by Dan Buell Towards the end of 2007, the management of Bay Area Credit Service embarked on an agressive strategy to dramatically enhance the company's market position and increase its collection revenues. These goals could be achieved only through superior performance at competitive rates. At the same time, though, the company needed to drastically reduce internal operating expenses while facing significant competition. The company's major goals for 208 included: * Earn a much larger share of business from one of the nation's top five cellular phone service providers; * Become a major collections partner for one of the nation's largest banking institutions; * Earn more than 50 percent of the market in the pre-charge-off, early-out segment for the nation's largest landline communications provider; * Enhance the company's position in the secondary collections tier. It's an interesting case study. Navigate to the link to learn more: https://www.experian.com/whitepapers/index.html


