毕博上海银行咨询To-be-Deliverables Chap4_K(1).ppt

Table of Contents,1Executive Summary2Introduction&Background 3Commercial CRMS“To Be”Process Model,Design Requirements&Work-Plan4Retail CRMS:Objectives,“To Be”Components,Process Improvements&Work-Plan5Commercial CRMS Process Improvements6Plan Sign-Off&Next Steps7Appendix,1.2.3.CRMS“To-Be”,4.CRMS:,“To-Be”,5.CRMS 6.7.,4.1 Overview of Retail CRMSThis chapter provides a detailed description of Retail CRMS:It is divided into four sections:“To Be”Retail CRMS backgroundObjectives of Retail CRMSOverall vision for Retail CRMSUsers&functional roles&responsibilities“To Be”process functional designRetail CRMS“To Be”Process Descriptions Retail CRMS Process ImprovementsRetail Score Card Module“To Be”IT model&approachSystem architectureApplication architectureData flow architectureRetail CRMS Work plan,Retail CRMS:Overview,4.1.CRMS 4.*“To-Be”CRMS-CRMS-CRMS-,*“To-Be”-CRMS-CRMS-*“To-Be”IT-*CRMS,4.2.1 Overall Objectives of Retail CRMSRetail loansImprove retail loan decision making&performance analysis through centralization of retail approval&development of statistical measures of retail credit qualityCredit card Establish custom credit card approval&behavioral score card based on Hanvit Bank information&objectivesEnable capability to perform independent processing&approval of credit card applications&transactions,Retail CRMS:Background,4.2.1 CRMS-.-Score card-processing,4.2.2 More Specific Objectives of Retail CRMSProfitabilityReduce costs through centralization&use of automated decision supportProcess reengineeringSimplify&speed up decision process to provide competitive advantagePortfolio managementImprove ability to measure&manage assets&credit quality&improve portfolio managementMarketingEnable targeted marketing strategies for both external customer prospects&cross-selling to existing customers,Retail CRMS:Background,4.2.2 CRMS,cross-selling,4.2.3 Retail CRMS UsersDirect usersBranch staffCentralized loan center staffCredit card&tele-banking TeamIndirect usersConsumer Banking Business Unit Risk Management Business UnitCredit planning department,Retail CRMS:Background,4.2.3 CRMS*loan center*,4.2.4 Retail CRMS System ComponentsRetail loans score cardsSecured loan score cardsApplication score cardBehavior score cardUnsecured loan score cardsApplication score cardBehavior score cardCredit card score cardsApplication score cardBehavior score cardConceptual design recommendation on how to use CRMS to support marketing strategyScore card management maintenance proceduresConceptual design recommendation for portfolio analysis,Retail CRMS:Background,4.2.4 CRMS Score cards-Score cards*score card*score card-Score cards*score card*score card score cards*score card*score card CRMS.Score card,4.2.5 Retail CRMS BenefitsThe overall benefits of Retail CRMS include:Better risk-reward decisions based on statistically validated measures of credit qualityFaster retail loan decisions using more efficient processesImproved ability to identify&focus marketing effort on high-value customersImproved ability to develop new&more cost-effective retail channelsEnhanced credibility with regulators&shareholders by establishing centralized loan center&credit scoring models as required by MOU,Retail CRMS:Background,4.2.5 CRMS*CRMS:-,-channel-MOU loan center,4.3.1 Detailed“To Be”Functional Design:OverviewIn this section we describe in more detail the primary components of the“To Be”functional design for the major Retail CRMS componentsImpact of Retail CRMS“To Be”major componentsRetail CRMS“To Be”Process DesignRetail Score Card Module“To Be”Process Model:High Level Processes“To Be”Process Model:Underlying ProcessesRetail Process Improvements:“To Be”Process ModelRetail Score Card ModulePortfolio Performance AnalysisConsiderations,Retail CRMS:“To Be”Process Functional Design,4.3.1“To Be”:*“To Be”CRMS-CRMS“To Be”-*“To Be”:*“To Be”:*:“To Be”*,4.3.2 Impact of Retail CRMS Score Card ModuleRetail loansSpeed:Faster loan decision resultsEfficiency:More efficient use of staffConsistency:Uniform decisions based on statistically validated measurements of application characteristicsQuality:Improved portfolio quality as a result of more accurate retail credit decisionsCredit CardsImproved Hanvit control over credit card approval characteristics&qualityImproved flexibility in credit card administration,Retail CRMS:“To Be”Process Functional Design,4.3.2 CRMS Score Card-:-:-:application,-:-characteristics-,4.3.3 Impact of Retail CRMS“To Be”Process DesignImprove overall data capture&document preparation:Less redundancy in data input Reduced paper handling,improved data integrity&lower operating costsImprove portfolio performance analysisBetter understanding of retail loan delinquency probabilities&performance by score band Improve collateral evaluationMore efficient loan decision making Establish clear roles&responsibilities for retail staffMore efficient workflowMore consistent performance standardsEstablish retail portfolio management organization&procedures:Improved management information on retail loan quality&performanceContinuous improvement process for score card management&enhancement,Retail CRMS:“To Be”Process Functional Design,4.3.3 CRMS-,-Score band-.Score card,4.3.4 Retail“To Be”Functional Design:High Level Processes,Retail CRMS:“To Be”Process Functional Design,While Credit Card score card specifications are included in this deliverable,definition of Credit Card process recommendations has been deferred to detail design to allow more detailed consultation with Hanvit Bank prior to their design.,4.3.4 Retail“To Be”Functional Design:,Retail CRMS:“To Be”Process Functional Design,score card specifications,.score card.,4.3.5 Retail“To Be”Functional Design:Underlying Processes,Retail CRMS:“To Be”Process Functional Design,4.3.5 Retail“To Be”Functional Design:Underlying Processes,Retail CRMS:“To Be”Process Functional Design,4.3.5.1“To Be”Marketing&Loan Initiation,Retail CRMS:“To Be”Process Functional Design,4.3.5.1“To Be”Marketing&Loan Initiation,Retail CRMS:“To Be”Process Functional Design,4.3.5.2“To Be”Initial Review,Retail CRMS:“To Be”Process Functional Design,4.3.5.2“To Be”Initial Review,Retail CRMS:“To Be”Process Functional Design,4.3.5.3“To Be”Credit Analysis,Retail CRMS:“To Be”Process Functional Design,4.3.5.3“To Be”Credit Analysis,Retail CRMS:“To Be”Process Functional Design,4.3.5.4“To Be”Override,Retail CRMS:“To Be”Process Functional Design,4.3.5.4“To Be”Override,Retail CRMS:“To Be”Process Functional Design,4.3.5.5“To Be”Approval,Retail CRMS:“To Be”Process Functional Design,4.3.5.5“To Be”Approval,Retail CRMS:“To Be”Process Functional Design,4.3.5.6“To Be”Execution,Retail CRMS:“To Be”Process Functional Design,4.3.5.6“To Be”Execution,Retail CRMS:“To Be”Process Functional Design,4.3.5.7“To Be”Loan Review/Administration&Monitoring,Retail CRMS:“To Be”Process Functional Design,4.3.5.7“To Be”Loan Review/Administration&Monitoring,Retail CRMS:“To Be”Process Functional Design,4.3.5.8“To Be”Collection&Recovery,Retail CRMS:“To Be”Process Functional Design,4.3.5.8“To Be”Collection&Recovery,Retail CRMS:“To Be”Process Functional Design,4.3.5.9“To Be”Portfolio Analysis,Retail CRMS:“To Be”Process Functional Design,4.3.5.9“To Be”Portfolio Analysis,Retail CRMS:“To Be”Process Functional Design,4.3.6 Retail Process Improvements:“To Be”Process Model,Retail CRMS:“To Be”Process Functional Design,Benefits:Faster loan decisionsMore efficient,lower cost loan originationConsistency&uniformity of credit decisionsImproved credit&portfolio qualityExpanded marketing channel ability,4.3.6 Retail Process Improvements:“To Be”Process Model,Retail CRMS:“To Be”Process Functional Design,:,4.3.6 Retail Process Improvements:“To Be”Process Model,Retail CRMS:“To Be”Process Functional Design,4.3.6 Retail Process Improvements:“To Be”Process Model,Retail CRMS:“To Be”Process Functional Design,4.3.7 Retail Score Card Module(includes credit card)PurposeTo make loan decisions with improved speed,efficiency,consistency&qualityFunctionComputes a statistically validated measure of credit quality usingExternal credit historyInternal credit historyKey decision factorsUses separate scoring algorithms(score cards)as needed to support separate product types,Retail CRMS:“To Be”Process Functional Design,4.3.7 score card()-,-*-scoring(score card),4.3.7 Retail Score Card Module:cont.UsersDirect usersBranch staffCentralized loan center staffCredit card&tele-banking TeamIndirect usersConsumer Banking Business Unit Risk Management Business UnitCredit planning department,Retail CRMS:“To Be”Process Functional Design,4.3.7 score card:-*loan center*-*,4.3.7 Retail Score Card Module:cont.Use casesNew credit card applications Credit card limit processingSecured/unsecured retail loansNew customers Existing customers New loansRenewals,Retail CRMS:“To Be”Process Functional Design,4.3.7 score card:-/*,4.3.7 Retail Score Card Module:cont.Inputs/Algorithms/OutputsApplication inputsCustomerProgram(Loan type)SecurityRelationship qualityTransaction historyExternal inputsKIS credit informationAdministrative inputsCut-off points,Retail CRMS:“To Be”Process Functional Design,4.3.7 score card:input/output-input()-input KIS-input cut-off,4.3.7 Retail Score Card Module:cont.Inputs/Algorithms/OutputsThe system calculates a statistical measure of credit quality based on validated observations of good/bad credit outcomesOutputs areapplicant scoreresults(approval or decline)applicant history tracking(for score card improvement),Retail CRMS:“To Be”Process Functional Design,4.3.7 score card:,input/output-good/bad-output*()*(scorecard),4.3.8 Portfolio Performance AnalysisPortfolio Performance Analysis:Portfolio performanceDelinquency tracking&loan loss forecasting(by product segment):roll rate analysisExpected vs.actual delinquency&loss comparisons(seasonal trend analysis)Score card performance&improvementExpected vs.actual score card performance(re-scoring)Historical loss information by score range(vintage analysis),Retail CRMS:“To Be”Process Functional Design,4.3.8-performance*():roll rate*/()-scorecard performance*/scorecard performance(scoring)*score(),4.3.9 Considerations of Retail CRMSPredictive quality of initial score cards may be limited by deficiencies in existing dataWhile the initial scorecards will improve consistency&efficiency,initial deployment must be augmented by more traditional,judgmental underwriting to endure quality of loan decisionsMore automated underwriting&lowering of auto approval score bands will be possible through continuous improvement of Retail CRMS&score card module as data quality&portfolio performance analysis improves,Retail CRMS:“To Be”Process Functional Design,4.3.9 CRMS score card score card,.CRMS score card.,Retail CRMS:“To Be”IT Model,4.4.1 Retail IT System Architecture,Retail CRMS:“To Be”IT Model,4.4 IT To Be,Retail CRMS:“To Be”IT Model,4.4.2 Retail IT Data Flow Architecture,Retail CRMS:“To Be”IT Model,4.4.2 Retail IT Data,Retail CRMS:“To Be”IT Model,4.4.2 Retail IT Data Flow Architecture:cont.,Retail CRMS:“To Be”IT Model,4.4.2 Retail IT Data:,Retail CRMS:“To Be”IT Model,4.4.2 Retail IT Data Flow Architecture:cont.,Retail CRMS:“To Be”IT Model,4.4.2 Retail IT Data:,Retail CRMS:“To Be”IT Model,4.4.2 Retail IT Data Flow Architecture:cont.,Retail CRMS:“To Be”IT Model,4.4.2 Retail IT Data:,4.4.3 Retail IT Database architecture,Retail CRMS:“To Be”IT Model,Retail CRMS:“To Be”IT Model,4.4.3 Retail IT Database,4.5.1 Retail CRMS Work Plan:Tasks,Retail CRMS:Work Plan,4.5.1 CRMS:1.KIS scorecard 2.Scorecard 3.scorecard performance 4.scorecard 5.Scorecard 6./:7.Score card flow:8.Score card flow:9.Scorecard 10.12.20.IT 21.Scorecard 22 KIS 23.KIS/configuration/test24.Scorecard test25.Scorecard prototype 26.Scorecard test test 27.KIS scorecard/configuration/test28.,4.5.2 Retail CRMS Work Plan DependenciesTimely communication of retail centralization plan to tie into specification developmentSuccessful implementation of retail loan centralizationEffective support from Hanvit Bank IT departmentTimely adoption&procurement by Hanvit Bank of hardware&software required to pilot&implement the retail score cardsAvailability of quality data for developing retail score cardsAdoption of a continuous improvement process to facilitate gradual introduction of automated approval&recalibration of scorecards as data quality improves,Retail CRMS:Work Plan,4.5.2 CRMS*scorecard,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,