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By: Kari Michel Bankruptcies continue to rise and are expected to exceed 1.4 million by the end of this year, according to American Bankruptcy Institute Executive Director, Samuel J. Gerdano. Although, the overall bankruptcy rates for a lender’s portfolio is small (about 1 percent), bankruptcies result in high dollar losses for lenders. Bankruptcy losses as a percentage of total dollar losses are estimated to range from 45 percent for bankcard portfolios to 82 percent for credit unions. Additionally, collection activity is restricted because of legislation around bankruptcy. As a result, many lenders are using a bankruptcy score in conjunction with their new applicant risk score to make better acquisition decisions. This concept is a dual score strategy. It is key in management of risk, to minimize fraud, and in managing the cost of credit. Traditional risk scores are designed to predict risk (typically predicting 90 days past due or greater). Although bankruptcies are included within this category, the actual count is relatively small. For this reason the ability to distinguish characteristics typical of a “bankruptcy” are more difficult. In addition, often times a consumer who filed bankruptcy was in “good standings” and not necessarily reflective of a typical risky consumer. By separating out bankrupt consumers, you can more accurately identify characteristics specific to bankruptcy. As mentioned previously, this is important because they account for a significant portion of the losses. Bankruptcy scores provide added value when used with a risk score. A matrix approach is used to evaluate both scores to determine effective cutoff strategies. Evaluating applicants with both a risk score and a bankruptcy score can identify more potentially profitable applicants and more high- risk accounts.

By: Wendy Greenawalt In my last blog post I discussed the value of leveraging optimization within your collections strategy. Next, I would like to discuss in detail the use of optimizing decisions within the account management of an existing portfolio. Account Management decisions vary from determining which consumers to target with cross-sell or up-sell campaigns to line management decisions where an organization is considering line increases or decreases. Using optimization in your collections work stream is key. Let’s first look at lines of credit and decisions related to credit line management. Uncollectible debt, delinquencies and charge-offs continue to rise across all line of credit products. In response, credit card and home equity lenders have begun aggressively reducing outstanding lines of credit. One analyst predicts that the credit card industry will reduce credit limits by $2 trillion by 2010. If materialized, that would represent a 45 percent reduction in credit currently available to consumers. This estimate illustrates the immediate reaction many lenders have taken to minimize loss exposure. However, lenders should also consider the long-term impacts to customer retention, brand-loyalty and portfolio profitability before making any account management decision. Optimization is a fundamental tool that can help lenders easily identify accounts that are high risk versus those that are profit drivers. In addition, optimization provides precise action that should be taken at the individual consumer level. For example, optimization (and optimizing decisions) can provide recommendations for: • when to contact a consumer; • how to contact a consumer; and • to what level a credit line could be reduced or increased… …while considering organizational/business objectives such as: • profits/revenue/bad debt; • retention of desirable consumers; and • product limitations (volume/regional). In my next few blogs I will discuss each of these variables in detail and the complexities that optimization can consider.

By: Kari Michel This blog completes my discussion on monitoring new account decisions with a final focus: scorecard monitoring and performance. It is imperative to validate acquisitions scorecards regularly to measure how well a model is able to distinguish good accounts from bad accounts. With a sufficient number of aged accounts, performance charts can be used to: • Validate the predictive power of a credit scoring model; • Determine if the model effectively ranks risk; and • Identify the delinquency rate of recently booked accounts at various intervals above and below the primary cutoff score. To summarize, successful lenders maximize their scoring investment by incorporating a number of best practices into their account acquisitions processes: 1. They keep a close watch on their scores, policies, and strategies to improve portfolio strength. 2. They create monthly reports to look at population stability, decision management, scoring models and scorecard performance. 3. They update their strategies to meet their organization’s profitability goals through sound acquisition strategies, scorecard monitoring and scorecard management.


