消费信贷风险管理

1、Managing Consumer Credit RiskPeter Burns Anne StanleySeptember 2001Abstract On July 31,2001, the Payment Cards Center of the Federal Reserve Bank of Philadelphia hosted a Work shop that examined current credit risk management practices in the consumer credit industry. The session was led by Jeffrey

2、Bower, senior manager in KPMG Consulting financial services practice. Bower discussed nbest practices1 in the credit risk management field, including credit scoring, loss forecasting, and portfolio management. In addition, he provided an overview of developing new methodologies used by todays risk m

3、anagement professionals in underwriting consumer risk. This paper summarizes key elements of Bowers presentation.Keywords： consumer credit, credit scoring, portfolio managementPORTFOLIO MANAGEMENT AND ANALYTICSIn Bowers view, consumer credit risk must be understood in terms of a portfolio management

4、 strategy that balances capital preservation with capital optimization, that is/. a continuous process of identifying and capitalizing upon appropriate opportunities while avoiding inappropriate exposure in such a way as to maximize the value of enterprise. Capturing data across all steps in the cus

5、tomer relationship and integrating information management are the keys to effective portfolio management. While this is a fairly straightforward prescription, executing it is often beyond the scope of many lenders, with the credit card companies generally in the vanguard. Often, the process steps ar

6、e managed on separate legacy systems, which complicate efforts to integrate information. KPMG consultants find that many firms typically purge specific files before the information is extracted and combined with other data to provide effective portfolio management. The loss of application data, for

7、example, would mean that critical score-card and demographic information would not be available to model behavior in defined customer or risk segments.BEST PRACTICES IN CREDIT-RISK-MANAGEMENTCredit-risk-management practices vary considerably among firms and between segments of the consumer lending i

8、ndustry. To illustrate the variability, Bower described the range of management practices in:Credit decision-making credit-scoring loss forecasting portfolio management.On the front end of the credit process, industry leaders are investing in analytics to improve the credit decision-making process.

9、Building on experience with credits coring technologies, these leaders are employing expert systems that can adopt to changes in the economy or within specific customer segments.The use of credit-scoring varies from those that are using only credit bureau data, to those that blend bureau data with o

10、ther information based on the firms own experience, to the most advanced applications using adaptive algorithms. These models, used by some of the leading credit card issuers, are updated regularly to reflect changing characteristics of the applicant population. A significant challenge for even the

11、most sophisticated lenders is how to model probable performance when dealing with new customer segments.Loss forecasting techniques have advanced considerably from their early reliance on historical delinquency rates and charge-off trend analyses. Delinquency flow models and segmented vintage analys

12、es are now commonly used to recognize portfolio dynamics and behavior patterns based on pools with common characteristics. The credit card industry has perhaps gone the furthest with its use of massive segmentation profiles, with the more advanced issuers complementing these profiles with regional e

13、conomic data and other analytical dynamics.Over all portfolio management employs all of these techniques with most firms tracking current vs. historical performance and establishing concentration limits for particular risk segments. Some lenders employ risk adjusted return on capital (RAROC) models

14、but Bower and his colleagues argue that multi-year net present value cash flow 4 models represent a more effective way to understand optimal risk/reward relationships. In their experience, at this point, only a few firms appear to be testing these more advanced approaches.Bower concluded this sectio

15、n of the discussion by noting that “the future of consumer credit risk management lies in organizing portfolio performance and account level detail into databases; and then, applying refined analytical models to discern patterns or trends. In doing so, lenders can more effectively manage loss exposu

16、res and apply risk-based credit pricing.ANALYTICAL TECHNIQUESAnalytical techniques are especially applicable to consumer lending. Consumer portfolios, unlike those in commercial lending, tend to be composed of many relatively homogeneous loans. The relatively common behavior characteristics of portf

17、olio segments make statistical modeling techniques especially useful. As Bower noted, Analytical techniques that forecast, segment, and classify individual loans into homogeneous pools have provided the competitive advantage to leading-edge consumer lenders.”The discussion then turned to the applica

18、tion of risk management analytics in dealing with the full spectrum of credit management activities:response analysis pricing strategies loan amount determination credit loss forecastingportfolio management strategies collection strategiesThe keys to effective application of analytics across these o

19、ften interrelated activities are collecting data throughout the business process and managing a common information repository, or risk data warehouse.In dealing with response analysis, the risk management challenge is to avoid adverse selection consequences that result in increased concentrations of

20、 high-risk borrowers. Predictive modeling techniques address this issue but require rigorous response testing to continually improve understanding of customer behavior. Using a range of inputs from origination files (demographics, transactional data, etc.), customer characteristics are segmented and

21、 analyzed to develop identifiers of thedesired response. Again, the credit card industry is relatively further along in this area, having learned from the painful experiences of a number of issuers in the mid-1990s. In another market, a select group of small-business lenders were also cited as havin

22、g successfully applied these segmented response analytics to their marketplace.Pricing strategies for risk remains a challenge for many consumer lenders who tend to follow the competition. Furthermore, many lenders fail to effectively test pricing models to explore different segments responses to th

23、e trade-offs among annual fees, APR introductory periods, and other pricing variables. Industry leaders use profitability and cash flow modeling to provide insights into portfolio segments and better manage mispriced risk segments.Determining the appropriate loan amount directly affects portfolio lo

24、ss. Judgmental criteria - or, worse, marketing-driven strategies - will generally lead to increased credit exposure. Again, analytical techniques such as cash flow modeling can create outcome scenarios comparing loan amounts relative to risk segments. Statistical methodologies exist that add better

25、control over loan or line setting by determining optimal segments to minimize losses and quantifying probabilities of use.As we have seen in a number of consumer lending businesses over the years, credit loss forecasts or assumptions used to set pricing and loan amount may well prove inaccurate with

26、 the passage of time. Credit card lenders found that historical assumptions for bankruptcy trends proved inadequate during the mid-1990s. In response, most of the industry leaders have greatly enhanced their analytical techniques in this area to better capture portfolio dynamics. Decompositional rol

27、l rate modeling, trend and seasonal indexing, and vintage curve techniques to better estimate behavior within individual portfolio cohorts are some of the advanced statistical methodologies currently employed among industry leaders.Portfolio management is a key issue for consumer lenders as they exa

28、mine repricing practices and retention strategies and deal with credit line management. Repricing portfolio segments based on judgmental criteria, for example, can lead to lower revenues or increased portfolio risk. Industry leaders are integrating behavioral elements with cash flow profitability mo

29、deling to more accurately determine the impact of pricing adjustments on specific customer segments.Industry leaders understand that collection strategies can have a significant impact on lessening credit losses. In Bowers experience, collection efforts that have 7 been augmented with statistical be

30、havior models are demonstrably more effective than those with no behavioral modeling support. He also noted that well-conceived segmentation schemes are leading to targeted collection strategies, decreasing roll rates from one state of delinquency to the next.SUMMARYThe tools for improving managemen

31、t of consumer credit risk have advanced considerably in recent years as industry leaders and their advisors have focused on the development of increasingly sophisticated analytical tools. Advances in data warehousing technology and overall computational efficiencies have greatly facilitated these de

32、velopments. At the same time, application of these new methodologies varies substantially among firms and between industry segments. Generally speaking, the credit card industry tends to be the furthest along the development path, but even - here, variability exists. A number of lending firms have d

33、eveloped highly refined portfolio segmentation designs and enhanced risk-based score-card schemes, but only a few have reached the level of fully integrated models that employ multi-variable regression analysis. At the same time, Bower concluded by noting that risk management practices in the consum

34、er lending business are generally much stronger than in the early 1990s and the industry is far better positioned to weather the current economic downturn than it was a decade ago.外文题目：Managing Consumer Credit Risk出 处： Ten I ndependence Ma I I, Ph i I ade I ph i a, PA19106 1570作 者：Peter Burns aed An

35、re Stanley译 文：消费信贷风险管理彼得伯恩斯和安妮 士丹利摘要2001年7月31日，支付卡中心的费城联邦储藏银行主办了一个研讨会，调 查在消费信贷行业目前的信贷风险管理做法。这次会议分别由杰弗里鲍尔，毕马 威服务业务高级经理毕马威进行财务询问。鲍尔争辩了信贷风险管理领域的“最 佳做法”，包括信用评分，损失猜想和投资组合管理。此外，他还供应了一份被 当今从事保险业的消费风险管理专业人员所进展起来的新论。本文总结了鲍尔陈 述的主要内容。关键词：消费信贷，信用评分，投资组合管理证券投资管理及分析鲍尔斯认为，消费信贷风险，必需被认为是依据证券投资组合管理策略，以 资本优化来平衡资本的保护，即

36、“一个基于适当的机会以识别和积累资本的持续 的过程，而避开为了使企业价值最大化而用这样一种方法进行不恰当的泄露。” 通在顾客关系之间的全部步骤来收集数据和整合信息管理是进行有效的证券投 资管理的关键。虽然这是一个相当简洁的方法，但是在执行它时往往超出了很多 贷款人的范围，且信用卡公司通常是先锋。通常，这一工序是用于处理单独的旧 系统，这种旧系统使信息的整合更加简单化。毕马威会计师事务所顾问觉察，在 信息被提取和与其他数据相结合之前，很多公司会有代表性的清除一些特定的文 件来供应有效的证券投资管理。例如，应用程序数据丧失，将意味着关键记分卡 和人口资料不会被供应应客户或风险细分定义模型。在信用风

37、险管理的最正确做法信用风险管理的做法在企业和消费贷款之间的细分行业有很大的不同。为了 举例说明这一可变性，鲍尔描述了一系列的管理措施： 信贷决策 信用评分 流失猜想 证券投资管理在信用卡进展的过程当中，工业领导为了促进制作信用卡过程的进程，在分 析学这一块上加以投资，基于对信用卡芯体的阅历，这些领导雇佣专家团可以依 据经济以及顾客要求实行一些变化。信用卡的使用从信用卡从单使用信用数据到 基于自己牢固阅历基础之上，混合其他一些信息，到达超前的应用适应。一些领 先使用信用卡的使用者采用这些模型，去有规律的呈现流淌的求职人口。对于一 些老练的领导者而言，最重要的挑战就是在处理新的顾客局部的时候怎么样

38、去带 头做好工作。很多猜想技术依据他们对历史犯罪技术以及冲销技术的依靠已经有很大进 展。犯罪流淌模型和局部优质分析通常被用来识别投资力度和行为方式。随着更 多先进发行者采用宗教经济数据和其他分析编辑补充先行剖面图，信用卡公司可 能拓展大量的分割剖面图的使用。通过对全部投资管理的雇员来看，全部这些能 够跟踪现代和历史执行，并且为主要危急局部建立。一些贷方雇佣RAROC模型， 但是鲍尔和他的同事却对现金价值流淌能够取代更有效的方式去理解酬劳关系 产生争辩。在他们的阅历里，只有一小局部的调制器可以检测这些更先进的方法。鲍尔没解释什么，得出了这个方法，那就是消费者以后的信用危机管理存在 于组织投资方面，在那之后，应用经过改良分析的模型区觉察样式或者是一种趋 势。只有这样做了，贷方才可以能有效率的揭发遗漏并且应用到信用价格上面来。分析经营技巧分析技巧主要适用于顾客贷款。消费者投资，不像一般的商业贷款，他们趋 向于相对同类的贷款，比拟普遍的投资行为使统计技术模型更有效。就像鲍尔说 的：”分析技术是个猜想，并且能够把技术供应把个人贷款分类到同类当中，并 且能够为了消费者领先地位供应竞争优势。争辩最终变成了对信用卡范围的分析 管理应用。回应分析定价战略贷款数量定性行用卡遗失猜想 投资管