Making Big Data Work in Retail Banking

Making Big Data Work in Retail Banking

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Making Big Data Work in Retail Banking

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    Transforming Core Processes with Platform Analytics

    Retail banks use data-driven reasoning in many of their core processes, such as new-product development, customer relationship management (CRM), and product pricing. But most banks use data that they are already capturing, such as structured data from accounting and reporting systems or other conventional internal sources, and they apply analytics to only a limited number of points in their core processes. More advanced banks have built a platform analytics capability that collects and analyzes not only internal multistructured data but also data from external sources. The internal data takes various forms and is often sourced from new digital channels and media. It can include, for example, customer interaction logs from the bank’s website, voice logs from call centers, and smartphone interaction logs. Additional data is collected from other sources, such as external databases, geolocation analyses, public websites, and social media. These banks develop insights and apply them at every information-exchange point of their core processes.

    Platform analytics helped a large U.S. bank substantially improve the performance of its end-to-end collections process. Following the financial crisis, the bank faced two new challenges:

    • Unprecedented volumes of customers who had never before been delinquent but now faced financial problems
    • An increasing number of financially stretched customers who were juggling multiple credit-card accounts and credit lines—and deciding which cards or lines to let slip into default and which to keep in good standing with regular payments

    The bank’s challenge was to identify at-risk accounts as early as possible, assess the borrowers’ capacity to pay, evaluate their willingness to pay (a totally new behavioral characteristic), and match borrowers with restructuring and rehabilitation programs that suited each borrower’s specific circumstances.

    Data analytics were able to improve every step of the collections process, from early identification of delinquency to treatment selection to foreclosure—even to external-recovery channel management. By combining structured and unstructured data from internal and external sources—including a number of sources that were previously untapped—into new behavioral models, the bank was able to develop programs that were tailored to customers’ financial situations and predispositions. Big-data technologies also delivered accurate information about customers with outdated contact details, allowing the bank to increase effective outreach by more than 30%. The bank developed a new valuation approach for files in distress, which allowed the institution to more accurately reprice the portfolios of nonperforming loans for sale to external collectors.

    Perhaps most significant, big data helped the bank better understand both the quality of the credit files coming into the collections process and the performance drivers of its collectors—as well as the interplay between the two. This yielded some surprising results. Established practices were built on the assumption that to maximize total collections, the most difficult files should be allocated to the best collectors. But an advanced-analytics analysis of the criteria used to determine which files were difficult and which were easy showed that allocating the easy files to good collectors actually maximized the number of files processed and, eventually, yielded a higher volume of collections.

    As a result of the redesigned collections process and the optimization of each step, the bank increased the funds it collected by more than 40%, resulting in savings of hundreds of millions of dollars in bad debts that it would otherwise have written off.