咨询管理战略组织项目麦肯锡工具评估 麦肯锡—Unlocking Value from Collections in Emerging Markets.ppt
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1、UnlockingValuefromCollectionsinEmergingMarketsARCOConferenceCollectionsPresentationJune19,2003Copyright 2003AGENDA CollectionsisbecomingincreasinglymoreimportantduetotheCollectionsisbecomingincreasinglymoreimportantduetotheexpansionofcreditinEmergingMarkets,whichhasbeenfollowedbyexpansionofcreditinE
2、mergingMarkets,whichhasbeenfollowedbysignificantincreaseofdelinquencyandlossratiossignificantincreaseofdelinquencyandlossratios PlayersinEmergingMarketsarefacedwiththechallengetoupgradePlayersinEmergingMarketsarefacedwiththechallengetoupgradetheircollectionspracticetohigherlevelsofeffectivenessandef
3、ficiency,theircollectionspracticetohigherlevelsofeffectivenessandefficiency,bringingthefunctionclosertothecreditriskmanagementsystem.bringingthefunctionclosertothecreditriskmanagementsystem.UpgradingtheircurrentpracticewillimplyexploringopportunitiesinUpgradingtheircurrentpracticewillimplyexploringo
4、pportunitiesinsegmentingtheirdelinquentcustomerbasefordifferentcollectionsegmentingtheirdelinquentcustomerbasefordifferentcollectionstrategiesandsignificantlyimprovingtheircollectionsoperationstrategiesandsignificantlyimprovingtheircollectionsoperation McKinseysMcKinseysframework,originallydeveloped
5、tomaturemarketstoimproveframework,originallydevelopedtomaturemarketstoimprovecollectionsresults,canbeeffectivelyappliedinEmergingMarkets,withthecollectionsresults,canbeeffectivelyappliedinEmergingMarkets,withtheintroductionofdirectmarketingtechniquesbasedonsegmentedcollectionsintroductionofdirectmar
6、ketingtechniquesbasedonsegmentedcollectionsapproachandleveragingawiderangeofcontactstrategies.Ourresultsshowapproachandleveragingawiderangeofcontactstrategies.Ourresultsshowapotentialofupto20-35%inreductionofnetcreditlossesforEmergingapotentialofupto20-35%inreductionofnetcreditlossesforEmergingMarke
7、tsfinancialinstitutions.Marketsfinancialinstitutions.1EXPANSIONOFCONSUMERCREDITINEMERGINGMARKETSHASRESULTEDINHIGHERDELINQUENCYRATIOSSource:Itu%CAGR97-01ConsumercreditexpansionLocalcurrencydeflatedN/ASouthKoreaHungaryPolandArgentinaTurkeyConsumercreditdelinquencygrowthLocalcurrencydeflatedChinaIndiaC
8、zechRep.RussiaBrazilMexicoN/AN/AN/AN/AN/AN/A30daysoverdue30daysoverdue1dayoverdue60daysoverdue120daysoverdueDelinquencycriteria ConsumerConsumercreditcreditexpansiontoexpansiontolowerincomelowerincomesegmentshassegmentshassignificantlysignificantlyincreasedincreaseddelinquencydelinquencyratiosratios
9、 ThisscenarioThisscenariomakesmakescollectionsacollectionsakeyfunctiontokeyfunctiontoachieveachieveexpectedexpectedprofitabilityprofitability2COLLECTIONSSHOULDBEVIEWEDASANINTEGRALPARTOFTHERISKMANAGEMENTSYSTEMCREDITCARDEXAMPLESource:McKinseyConsumerCreditpracticeSendaccountstothird-partycollectionage
10、nciesforAccountscoringContact/repaymentplansAssetsearchesJudgements/legalactionsPaymentcollectionSellcharge-offstoportfoliopurchasersManagebankruptciesCollectionsandlossCollectionsandlossmanagementmanagementTextTextCustomermaintenanceTextCustomeracquisitionTextDevelopresponsemodelsandcreditmodels/cu
11、t-offsScoreandmakeaccept/rejectdecisionsStimulateusageandretentionServicecustomers“Customercare”Customercare”andlatestageandlatestagedelinquencydelinquencymanagementmanagementPostcharge-offPostcharge-offcollectionsorcollectionsorportfoliosaleportfoliosaleSegmentaccountsforgreaterorlessercollectionsi
12、ntensityContactaccountsbysegmentNegotiatepaymenttermsLocateskippedaccountsServicecustomersroutineprocessingandexceptionprocessingneeds,levergingBranchpresencePhoneMailOnlineAuthorizationcentersFrauddepartmentsLeveragedata/modelstostimulateusageandmanageriskviaAuthorizationprocessCreditbureaudataonex
13、ternalbehaviorBehavioralriskmodelsProfitabilitymodelsLineextensionmodelsCrosssellnoncardproductsAcquirecustomersMailTelemarketingReferralsAdvertisingExecuteriskmodeling/policyDownsellhigherriskcustomerstoalternativeproducts(e.g.securedcards,higherAPRproducts)Activatecard/transferbalancesBuildproprie
14、taryriskmodelsSetcreditpolicyCut-offsLinesApprovalprocedures3SA-ZZT307-030205-A4Stage1:ad-hocStage1:ad-hocimprovementsimprovementsStage2:developmentofStage2:developmentofinfrastructureinfrastructureStage3:developmentofStage3:developmentofknowledgeknowledgeCOLLECTIONSINEMERGINGMARKETSAREUSUALLYINTHEM
15、OREBASICDEVELOPMENTSTAGESMostofemergingmarketoperations ManualdialingManualdialing NocollectionssystemsNocollectionssystems Batchin/outputBatchin/output BasicMISBasicMIS AutomateddialingAutomateddialing DevelopedbaseplatformDevelopedbaseplatform DatabaseslinkedDatabaseslinked NostrategysystemNostrat
16、egysystem MISbuiltformoreMISbuiltformoreproductivitytracking/controlproductivitytracking/control PredictivedialingPredictivedialing CompletelinkageandusageCompletelinkageandusageofstrategy,contactandofstrategy,contactanddialingsystemsdialingsystems ComprehensiveMISComprehensiveMISTechnologyTechnolog
17、y NotrainingNotraining FewincentiveprogramsFewincentiveprograms LowperformanceLowperformance BetterqualityscreeningBetterqualityscreening Basictrainings(e.g.speech,Basictrainings(e.g.speech,systems,other)systems,other)DevelopmentofcollectorDevelopmentofcollectorincentivesincentives Tighterlinkageofi
18、ncentivesTighterlinkageofincentiveswithhighperformancewithhighperformancebehaviors/activitiesbehaviors/activities FocusedtrainingtobuildFocusedtrainingtobuildsegmentedskillssegmentedskillsPeoplePeople HighlydecentralizedHighlydecentralized LackofuniformapproachLackofuniformapproach Standardizedproce
19、duresStandardizedproceduresdrivenbycentralizeddrivenbycentralizedorganizationorganization ControlofexternalagenciesControlofexternalagencies CreationofsegmentedCreationofsegmentedapproachestiedtocustomerapproachestiedtocustomerbehavior/scoringmodelsbehavior/scoringmodelsProcedureProcedureIntelligenc
20、eIntelligence NosegmentationNosegmentationmodels/decisiontoolsmodels/decisiontools Creationofearly-stageCreationofearly-stagescoringmodelsscoringmodels DevelopmentofmultipleDevelopmentofmultiplescoringmodelstoimprovescoringmodelstoimproveeffectivenessandefficiencyeffectivenessandefficiency(e.g.,noco
21、ntact,aggressive(e.g.,nocontact,aggressiveaction,rehabilitation)action,rehabilitation)4EMERGINGMARKETSINSTITUTIONSLAGINGIVINGCOLLECTIONSITSNECESSARYIMPORTANCEFORCUSTOMERRETENTIONANDULTIMATELYBOTTOMLINEIMPACTSource:McKinseyCollectionsinthebackstageOnesizefitsallstrategyOperationsoverlookedCollections
22、isoftennotgivenitsrealimportanceinthecreditcycleOftenrunasacallcenter/customerserviceoperationoramatterthatisfarfromthebusiness/risksystemCollectiontreatmentishighlyundifferentiatedbytypeofproductandbycustomerneed.Manyinstitutionsdonttranslateintheircollectionoperationthatpeoplegobadfordifferentreas
23、ons,whichdemandsasegmentedapproachtothecollectionsstrategyOperationsoftensub-optimal,sometimeshighlydecentralizedInneficienciestranslateinlargenumberofaccountsnotcollectedTypicalissuesfoundinemergingmarketsinstitutionscollectionspractice5SA-ZZT307-030205-A4AGENDA Collectionsisbecomingincreasinglymor
24、eimportantduetotheexpansionofCollectionsisbecomingincreasinglymoreimportantduetotheexpansionofcreditinEmergingMarkets,whichhasbeenfollowedbysignificantincreaseofcreditinEmergingMarkets,whichhasbeenfollowedbysignificantincreaseofdelinquencyandlossratiosdelinquencyandlossratios PlayersinEmergingMarket
25、sarefacedwiththechallengetoupgradetheirPlayersinEmergingMarketsarefacedwiththechallengetoupgradetheircollectionspracticetohigherlevelsofeffectivenessandefficiency,bringingthecollectionspracticetohigherlevelsofeffectivenessandefficiency,bringingthefunctionclosertothecreditriskmanagementsystem.Upgradi
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