INSIGHTS

Five Imperatives in a Shifting

Collections Landscape
As widespread technological, social and
economic changes pose challenges, best
practices must advance
The collections landscape is shifting. All over the world, the familiar contours of business as usual are
moving under the impact of widespread mobile phone and social media use, and other profound
technological, social and economic changes.
While these changes present challenges, they also create opportunities. Companies have expanded
options for employing customer-friendly collections approaches that are less costly and more
productive. They also have more ways to mobilize and concentrate their collections resources in
order to drive higher results and address complex, changing regulatory requirements.
This white paper looks at how best practices are evolving to realize the opportunities at hand. It
discusses how leaders worldwide are succeeding by following ve imperatives in todays shifting
collections landscape:
1. Contact customers in the way most likely to succeed.
2. Cultivate relationships when customers arent delinquent.
3. Resolve delinquencies in a exible, customer-specic manner.
4. Concentrate collections resources where they make the
biggest dierence.
5. Know what happened and whats working, right away.
Number 66February 2013
www.co.com Make every decision count
TM

Find out how a bank used automation to
collect 51% more debt than its current call
center, at an even lower cost than an oshore
alternative
www.co.com page 2
Five Imperatives in a Shifting Collections Landscape
INSIGHTS
Over the past decade, technological, social and economic changes have made a profound
impact on collections operations. While the precise eects vary across countries and regions, all
organizations need to adapt to one or more of these developments:
Ubiquity of mobile phones.
Increasing competition in the race for payment share.
Complex, changing regulations.
Impact of social media.
Evolution of consumer attitudes toward debt
(e.g., taking on more of it, more casual about repayment,
wanting more control over the process, expecting better
service and exibility from creditors).
Rising consumer use of the internet for nancial transactions.
These changes arent necessarily positive or negativeoften
theyre both. Lets look at the one at the top of our list: the
ubiquity of mobile phones.
Widespread access to inexpensive mobile phones, the disappearance of residential land lines and
the rise of prepaid services are creating a dynamic environment for collections. One challenge
is that mobile phone users can easily evade contact by diverting calls to voicemail or swapping
out their phones SIM card to get a new number. (Some individuals have several cards they use
for dierent purposes or just change frequently.) Telecom companies recycle numbers to new
customers. Collectors must, therefore, be careful to verify right-party contact data before sending
out personal information to a mobile phone.
Moreover, in many emerging and developing credit environments where the vast majority of
consumers have prepaid phones, it may be that neither the telecom service provider nor the
collections organization has accurate contact information. A large Asian utility company, for
example, reports that it generally has telephone numbers for less than 1 million of the roughly
2.5 million of its accounts that are delinquent at any point in time.
On the other hand, the ubiquity of mobile phones also oers opportunities for more eective
collections. Many people have their phones with them nearly round-the-clock, so the likelihood
of making contact increases. Because mobile phones are personal rather than household
communications devices, the odds of a right-party contact also increase. And recipients of well-
targeted mobile communications are more inclined to take action in the moment (rather than
sitting down later to mull over a stack of bills and gure out which to pay).
FICO is working with collections organizations to meet these challenges and leverage these
advantages. An asset nance company using FICO intelligent multi-channel communications saw
its right-party contact rate shoot up by 64% despite no change in full-time sta. A retail nance
client achieved a 42% increase in right-party contacts and a 30% increase in payments made
during the call. A utility client increased customer contacts by 13% and immediate payments by
4.5%. Another reduced the average time-to-payment for delinquent accounts by six days.
Theres a similar dualityposing challenges and presenting opportunitiesto several of the
other changes on our list. Well discuss these considerations as we explore the ve imperatives
for success.
Two Sides of Change
Figure 1: Two sides to widespread use of mobile phones
Challenges Opportunities
Easy to avoid contacts
On person all day,
so contact more likely
Easy to change mobile
phone number
Personal device, so
right-party contact likely
For prepaid customers,
collectors may not have
reliable contact information
Encourages
in the moment
faster response
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Five Imperatives in a Shifting Collections Landscape
INSIGHTS INSIGHTS
As the collections landscape changes, collections organizations must change how they operate.
Working with clients across industries and around the world, we have identied ve imperatives that
are driving performance improvements across the process of managing customer delinquencies.
The ve arent intended as a sequence or roadmap; collections organizations can focus on any
one or more of these best practices that would benet them most given their individual goals and
operating environment.
1. Contact customers in the way most likely to succeed
The spread of mobile devices and advance of internet technologies have opened up new avenues
for collections organizations to quickly and eciently contact delinquent customers. Thats
important as competition for payment share intensies.
In India, Poland, Sweden, Brazil and South Africa, for instance, household debt levels have climbed
in recent years as credit has become more widely available. Creditors must get the customers
attention before other creditors vying for a piece of what may be a monthly paycheck. In countries
shaken by nancial crisis, even where consumer indebtedness and delinquency levels are declining,
many customers are still struggling to pay all their bills. Changing payment priorities have pushed
some creditors down in the stack. US consumers, for instance, are now paying auto loans before
credit cards and mortgages. Creditors must develop smarter strategies to move toward the top.
Those with multiple product lines need to coordinate customer-level collections that take changing
payment priorities into account.
The quickest method (and most scalable for high volumes) is usually an automated call, text or
email to a mobile phone. Recognizing these advantages, collections organizations in the US, UK
and Western Europe are rushing to catch up with their Asia-Pacic counterparts, which have long
used mobile communications as a primary channel for collections contacts. Yet the undierentiated
SMS blasts some creditors send every few days to all delinquent customers are not very eective. In
most cases, the creditor has no visibility into whether these one-way outbound messages were even
delivered to a valid number.
To fully leverage the potential of automated contacts to mobile devices, collections organizations
need nely targeted, even customer-specic communications strategies. Analytics, business rules
and workows should be used not only to segment delinquent populations based on credit risk, but
also to determine which channels and sequence of actions are most likely to be eective based on
the customer risk prole, customer preference and results of past contacts. Automated, intelligent
communications solutions use scores and data from numerous sources to determine the best
contact strategy for each customer at the current point in time. They coordinate strategy execution
across all channels, capture results and manage follow-up.
Well-targeted automated messages are generally positively received. In fact, when one of the worlds
largest electric utility companies surveyed its customers, 61% said they preferred an automated
contact (voice, email or SMS) over dealing with collection agents.
Customers prefer automated contacts because theyre less embarrassing than talking with an
agent. Automated contacts enable personal, secure and convenient self-service options for
making a payment or even negotiating a payment plan. And with the growth in worldwide sales of
smartphones, opportunities are increasing for self-service applications, such as the FICO capabilities
depicted in Figure 2.
Five Imperatives
for Success
The Changing
Collections Landscape
Findings from the Ernst & Young
2012 Global Banking Survey:
Customers want greater
personalization and
exibility.
improving personalization
is about more than just making
better use of customer data. It
means developing technology
to give customers greater
control over when and how
they interact with their bank.
Figure 2: More smartphones
create more opportunities for
self-service
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Five Imperatives in a Shifting Collections Landscape
INSIGHTS INSIGHTS
An automobile credit company is having considerable success with such methods.
Implementing a FICO solution for both outbound and inbound contacts, the company found
that 79% of customers contacted successfully used self-service options, resulting in payments
made on 44% of the assigned portfolio (see Figure 3 for more results). A UK banking group
achieved a 75% self-service rate for inbound contacts. This embrace of self-service reects one of
the ways consumer attitudes toward debt are changing in many parts of the worldtoward the
desire to have a greater sense of control.
For collections organizations, the benets of targeted automated communications are not only
higher contact rates and faster payments, but also improved customer satisfaction and fewer
complaints. With the ability to work large volumes of cases in a short time, they can also identify
accounts with issues early and focus agent time on these more complicated delinquencies.
Moreover, since the intelligence in these solutions comes largely from editable business rules,
collections managers are able to change account segmentation and treatment strategies without
need for IT assistance, as well as quickly adjust processes to regulatory changes. When Malaysia
introduced regulations restricting credit card limits to a percentage of annual salaryand applied
them retroactivelynearly 30% of one issuers customers were instantly vaulted into an overlimit
status on their balances, requiring spending restrictions. In the UK, recent regulations include a
rule that says within 24 hours of leaving a voicemail, collectors may contact the consumer only in
the presence of a live operator. Such regulatory changes add complexity to collections processes,
but theyre readily folded into intelligent contact and treatment strategiesand automatically
executed with 100% accuracy and 100% documentation of compliance.
Automated collections processes are also far more cost-eective than any other method. A
Pacic Rim utility recently compared its current call center operations against two alternatives;
all used the same risk-based methodologies. The rst alternative, an oshore call center,
collected 14% more debt than the current center at a lower cost. The second alternative, a
FICO-automated solution, collected 51% more debt than the control group at an even lower cost
than the oshore center. Another case in point: The UK division of a global bank achieved an 18%
reduction in roll rate from cycle 1 to 2, along with a 45% reduction in closing balances over its
current call center and a 30% reduction over an oshore call center.
Figure 3: Self-service collections drive measurable results
Collections Process Key Metrics Overall Results
Automobile credit company is
using self-service voice and SMS
channels for both personal and
business clients
Customers treated for a maximum
six treatments; average is three
Both outbound and inbound
channels tested
80% right-party contact
79% of those contacted either pay
or promise to pay without need to
speak to an agent
69% conversion rate from promise
to payment 0%
60%
40%
20%
80%
100%
Right-Person
Contact
Promise Payment
% OF ACCOUNTS
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Five Imperatives in a Shifting Collections Landscape
INSIGHTS
2. Cultivate relationships when customers arent delinquent
The rise of social media is having a profound eect on collections. Increasingly, consumers go
to social networks for advice on choosing service providers, and to air complaints when
dissatised or feeling harassed by collectors. Shared experiences and opinions exert a growing
inuence on others. Its a situation that makes getting collections processes right more
important than ever before.
Fortunately, social media also points the way to better collections, by demonstrating the power
of relationships. If consumers liberally share information with social network contacts while
holding it back from companies they do business with, its because a relationship exists with the
former that may not exist with the latter.
Lack of current contact information, a key cause of delay in reaching delinquent customers,
is evidence of the lack of a relationship. During the nancial crisis, as large numbers of good
customers appeared for the rst time in delinquency queues, creditors were unable to contact
many of them. These customers, who previously kept their accounts current, had required so
little attention that the organization hadnt kept in touch enough to keep contact information
up-to-date.
Companies that cultivate relationships with customers when they arent delinquent are
in a better position to collect if they become delinquent. There are opportunities in every
industry to stay in touch and be helpful in ways that encourage dialoguewhile leveraging
these interactions to keep contact records up-to-date. Even in societies experiencing rapid
credit growth, where the predominance of prepaid mobile phones and inadequate account
origination processes may create additional challenges, companies can nd incentives
(information, contests, discounts, etc.) to make it advantageous for consumers to engage in a
closer relationship.
By building and sustaining relationships, creditors also create more opportunity to prevent
serious delinquencies from developing. When analytics spot behavior patterns in payments and
other transactions indicative of increasing nancial stress or of probable impending strategic
default, collections organizations can intervene with predelinquent treatments. Customers
whove already been engaged in dialogue are more likely to be receptive to educational
information and oers of assistance, and may be predisposed to cooperate.
The ecacy of this approach is demonstrated by the experience of a multinational retail
banking group, whose Eurozone operations are under increasing margin and cost pressure, and
subject to the constant overhead of managing regulatory change. To meet these challenges
and raise performance, the banking group is implementing a three-pronged collections process
improvement. Intelligent FICO automation is now being used to:
1. Provide agent replacement services for both outbound and inbound collections contacts.
2. Handle inbound payments.
3. Engage in proactive communications with customers.
In all interactions, customers that need to speak with a human being are routed to the right
person (collections agent, skilled negotiator, loan ocer, etc.) in priority order.
The Changing
Collections Landscape
More findings from the Ernst &
Young 2012 Global Banking Survey:
Customer advocacy and
word of mouth is rapidly
gaining power.
44% of customers worldwide
use social networking sites
as sources of information on
banking products and services.
70% of customers worldwide
are willing to provide their bank
with more information if this
leads to greater personalization
or better service.
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Five Imperatives in a Shifting Collections Landscape
INSIGHTS
The Changing
Collections Landscape
More findings from the Ernst &
Young 2012 Global Banking Survey:
Customers want
the exibility to use
dierent channels for
dierent transactions.
The huge success of online
banking can be attributed to its
convenience and accessibility
customers can decide when they
interact with their bank.
Early results for agent replacement and payment handling are already impressive. They include
reductions in average provision per account by 60 and average cost per account worked by
2.50. The company has also improved its ability to handle variable incoming volume without
adding sta. An impressive 98% of inbound payment calls are picked up within 10 seconds, and
theres been a peak-day savings equal to 22 full-time collectors.
However, its proactive communications where this company is truly a leader. One of its key
requirements for FICO was to provide the means to rapidly implement new initiatives without IT
involvement. So while the solution performs basic relationship maintenance functions, such as
telephone number capture and validation during automated interactions, it also supports the
companys eorts at stronger customer engagement. Preemptive communications reach out
to returned-mail customers through other channels so they can be contacted in the event of a
future delinquency. The number of lost customers found has risen from 10% to 25%. Another
initiative will proactively contact customers with interest-only mortgages to encourage them to
consider options for repayment earlier, and thereby reduce the number reaching loan maturity
in a negative equity position.
While these communications have dierent objectives, they are all coordinated. The automated
solution not only orchestrates all touch points, it also maintains a history of contacts to inform
the next step in engagement and messaging, as well as for escalation of any issues requiring
customer attention or agent intervention.
3. Resolve delinquencies in a exible, customer-specic manner
In many parts of the world today, changing attitudes toward debt are combining with a rising
spirit of consumer empowerment to aect customer expectations for delinquency resolution.
In the UK, for example, consumers in distress have access to a free citizens advice service,
which often counsels them on legal ways to avoid some creditor actions. Consumers are also
turning to third-party debt management companies to intervene with creditors and negotiate
individual voluntary agreements (IVAs). Regulations compel creditors to engage in these
negotiations, which can become quite complex and time-consuming. But if more companies
engaged in ongoing dialogs with their customers, conveying the message that they are exible
and responsive, there might be less demand for such intervention, and more speedy and cost-
eective delinquency resolution.
Moreover, how customers are treated when their accounts are delinquent may aect their
loyalty later on, and thus the creditors ability to retain future good customers. These customers
have a higher value, since theyve demonstrated how they respond to nancial diculties; by
contrast, new customers are not only expensive to acquire, theyre also unknown entities in
this regard. Building on tried-and-true customer relationships can, therefore, make it easier for
companies to attain their portfolio scale and market-share goals.
A dramatic demonstration of this principle can be seen in Malaysia. We already mentioned new
credit card regulations that, by restricting credit limits to a percentage of a customers annual
salary, put many customers into overlimit status. Those unable to reduce their balances found
themselves delinquent. How they were treated by collectors is now having a far-reaching
impact on issuers. Since the new regulations also restrict the maximum number of cards an
individual can have, many consumers must decide which relationships to terminate and which
they value enough to keep.
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Five Imperatives in a Shifting Collections Landscape
INSIGHTS
Even in markets where credit access is new and consumer power yet to develop, taking a more
exible approach is very much in the self-interest of collections organizations. In some Eastern
European markets, for example, bank performance has been aected by very low take-up
and adherence rates in loan restructuring. FICO helped one client use decision modeling and
optimization, in conjunction with improved operations practices and policies, to oer more tailored
and exible adjustments that are protable for the bank. (See the Case study sidebar for more
information on these advanced analytic techniques.) Take-up rates climbed from 27% to 47%, and
six-month default rates dropped from 35% to under 10%.
Case Study Spotlight:
Decision Modeling, Simulation and Optimization
Three keys to debt modifications that meet customer needs and
balance competing portfolio objectives
What is the eect of payment reduction percentage on
modication re-default?
What is the impact on portfolio-level Net Present Value
(NPV) if we allow the target re-default rate to vary across a
relevant range?
How much does aggregate or loan-level principal forbearance
impact overall portfolio NPV?
FICO is helping a large US national mortgage lender answer
questions like these to drive higher performance. One of this
lenders objectives is to improve portfolio value by helping
collectors steer clear of loan modifications that would result
in lower NPVs than liquidation or short sales. The solution will
enable agents to discover higher NPV or, at least, NPV-neutral
modification alternatives. The NPV benefit to the lender is
conservatively projected at $2,000 per modification for 1,000
modifications a month.
Behind the easy-to-use tools for agents are advanced analytic
techniques. These include decision modeling, which maps the
key factors in complex decisions to mathematically identify the
best decision strategies. With any number of predictive models
(behavior scores, propensity scores, attrition scores, etc.) and data
points as inputs, decision models can predict how customers are
likely to react to a range of potential loan modification offers.
Using the model with simulation, lenders can explore the
impact of predicted customer reactions on key performance
indicators, such as NPV. Using the model with an optimization
algorithm, they can identify the best strategies for maximizing an
overall goal, such as increasing NPV, while balancing competing
objectives and loan-level or portfolio-level business constraints.
Inputs Modications Predictions Business Metrics Objective
NPV
p(Able to Pay)
Time to Liquidate
Monthly Payment
p(Walkaway)
p(Liquidation)
Future Value of Asset
Client Predictive
Models
Income,
Household Size
Economic Forecast
Current Loan Amount,
Interest Rate and Term
Current Value
of Asset
Region
Interest Rate, Term,
Forbearance
Restructure
Short Sell
PV of Liquidation
Cash Flows
PV of Alternative
Cash Flows
Bureau Data
Mapping relationships between factors in complex decisions
65%
55%
45%
35%
25%
75%
85% $240,000
$235,000
$230,000
$225,000
$220,000
$215,000
$210,000
$205,000
$200,000
24 23 22 21 20 19 18 17 16 15 14 13 12 11 10 9 8 7 6 5 4 3 2 1
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H
D
T
I
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P
V
TREATMENT
Baseline Optimized
NPV NPV
Re-default rate Re-default rate
Household debt-to-income ratio Household debt-to-income ratio
Optimizing for Net Present Value
This is a simplied depiction of a decision model that predicts the impact
of likely customer reactions to loan modication oers.
This chart shows the results of decision optimization for one specic
borrower across a subset of 24 loan modication alternatives.
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Five Imperatives in a Shifting Collections Landscape
INSIGHTS
In this particular market, delinquency negotiations generally occur through a meeting with a loan
agent in a bank branch. Few customers are comfortable yet with making nancial agreements on
the internet or via mobile devices. Nevertheless, optimization analytics are exactly what are needed
to power intelligent self-service loan negotiation via e-channels. The decision strategies they yield
can be directly deployed as business rules that manage automated processes across all channels.
This approach will become essential to creditors as consumer demand for online channels increases.
Organizations that have invested in web-based self-service portals can increase customer usage not
only through automated contact strategies that drive trac to them, but also through analytics that
power personalized interactions and exible negotiation processes on the site.
Creditors who arent ready for optimized decisions and self-service channels can still make strides
toward more customer-centric delinquency resolution. One way is by bringing together all relevant
data for analysis and decision making. When a FICO automated collections system was implemented
at a US state-level department of revenue, for example, the agency was able to consolidate
information from multiple systemslien, warrant, bankruptcy, court, department of motor vehicles,
payment, etc. For the rst time, agents could discuss all liabilities with the taxpayer during a single
phone call. Results include a 300% increase in productivity with a 200% increase in revenue collected.
4. Concentrate collections resources where they make the biggest dierence
Competition for payment share, rising consumer debt levels and economic volatility have many
creditors thinking about improving the eciency and scalability of their collections operations. They
need to get more bang for the buck from their collections resources, and the most reliable way to
do that is with analytics.
Predictive models, long used to help determine when delinquent accounts should enter collections,
have an equally important role to play in nding the most cost-eective way to treat those accounts.
Collection scores, for example, identify which early-stage accounts are most likely to self-cure and
which are most likely to roll. They rank late-stage accounts by the amount theyre likely to pay.
With these insights, companies can avoid wasting resources on probable self-cures (or, even worse,
handing them over to outsourced collectors). They can shift available resources onto accounts
where contact eorts are more likely to change the customers behavior. Using collection scores
with automated contact strategies, for example, organizations can massively ratchet up eorts
contacting a customer through multiple channels at the four best times each day, every day until
successfulwithout increasing call center sta. Typical results from this kind of analytically targeted
treatment include a 15 to 20% increase in recovered amount.
Other types of models detect behavior patterns indicative of rst-party fraudcustomers whove
taken on debt with the intent not to pay it back. Strategic default models identify those whove
decided its in their self-interest not to make payments on their mortgage. Knowing who they
are, creditors can manage these customers with specic and early treatments that reduce both
collections costs and write-os (e.g., limiting access to extended funds or automated increases,
cross-sales and upgrades; accelerating collections actions).
Another way to collect more from available resources is to improve the match-up between accounts
and resources. Placement optimization employs advanced analytics to pinpoint strengths and
weaknesses in the historical performance of collection agencies, attorneys and placement channels.
It outputs precise assignment recommendations that maximize the chances of success. In fact, this
kind of optimization generally increases recoveries by an additional 5% to 20%.
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Five Imperatives in a Shifting Collections Landscape
INSIGHTS
5. Know what happened and whats working, right away
In todays fast-changing collections landscape, organizations need to be able to test new
approaches, measure results and adjust strategies without delay. A great advantage of automated
multichannel collection processes is that by accelerating contact and resolution, they yield results
sooner. They also close the loop between data analysis, decisions, actions and learning from results.
Customers benet from consistent, coherent treatment. The analytics
and rules making the treatment decisions and directing workows receive
real-time data. Any payment or arrangement made prior to the decision
will be factored in. A customer who makes a payment through a web
portal, therefore, will not receive a collections call to her mobile phone
10 minutes later. And because automated systems work round-the-clock
and cover all channels, there are no hiccups when customers receive
a contact through one channel and choose to respond later through
another. The system still knows who they are and everything that has
transpired on their account.
Collections organizations benet from this rapid, closed-loop feedback
by being able to learn in shorter cycles. They can launch more champion-
challenger contests in a given period of time to test alternative
strategies against current best performers, and thus drive performance
improvements. They also gain greater control over operational negation
collection strategies not being executed properlybecause they can
quickly see what actions have been taken and compare the results against
simulated projections.
Analyze
Decide
Act
Learn
Figure 4: Closing the loop for higher performance
How the Leaders Are Doing It
Key solution components for the new collections paradigm
Here are some of the solutions being used by the leaders discussed in this paper and helping other organizationsincluding credit issuers,
government organizations, collection agencies, retailers and healthcare providersrespond to todays challenges and opportunities.
Automating collections processes with intelligent, multi-channel communications. FICO Adeptra Risk Intervention Manager
is a SaaS solution that scales to handle peak volumes and portfolio growth. Its broad access to data, including real-time updates, and
sophisticated engagement strategies, enable collectors to connect with customers over the right channelwhether mobile application,
voice, SMS, web or emailat the right time and drive resolution.
Increasing exibility and customer centricity in their collections processes. FICO Debt Manager solution oers advanced
analytics, strategy design tools, business rules management and adaptive control capabilities for rapidly testing new treatment strategies,
learning from results and driving performance improvements. The solution enables business-user driven conguration of industry-specic
functionality along with outstanding scalability and security. It serves as a System of Record (SoR), a true extension of the users host system,
while enabling real-time data integration with virtually any client system.
Adding more analytics for more precise decisions. FICO Collection Scores are rapidly deployable analytics that typically boost
collection performance by 1520%. They include early-stage scores for cycle 1 and cycle 2 that rank-order accounts by their probability
of rolling, as well as a late-stage score that ranks accounts by expected collection amount. FICO custom analytics include a wide range of
predictive modeling (behavior, propensity, strategic default, attrition, etc.), decision modeling and optimization techniques.
Five Imperatives in a Shifting Collections Landscape
INSIGHTS
The Insights white paper series
provides briengs on research
ndings and product development
directions from FICO. To subscribe,
go to www.co.com/insights.
FICO, Debt Manager, Adeptra and Make every decision count are trademarks or registered trademarks of Fair Isaac Corporation in the United States and in other countries. Other product and company names herein may be
trademarks of their respective owners. 2013 Fair Isaac Corporation. All rights reserved.
2942WP 02/13 PDF
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A new collections paradigm is emerging to make it easier and to improve the process for both
creditors and their customers. Todays best practices recognize the role of collections as a customer
service, and they build from a foundation of stronger ongoing customer relationship management.
Collections organizations in every industry, all over the world, can benet from one or more
aspects of this new approach. Whatever their current collections processes and particular
challenges, they can move toward the new best practices incrementally, achieving measurable
gains that multiply with each improvement made.
Learn more:
Watch on-demand webinars: Overcoming Barriers to Collection Success and Best Practices
in Collections Agency Placement and Optimization.
Download FICO white papers: Breaking Through Barriers8 Steps to C&R Excellence,
Boost Collections and Recovery Results With Analytics and Reduce Exposure with
Pre-Delinquent Treatments.
Check out our Collections Optimization page for more information on this analytic technique.
Subscribe to the FICO Banking Analytics Blog where we share new research and best practices.
Conclusion