WO2000068861A2 - Benchmark analysis system - Google Patents
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- WO2000068861A2 WO2000068861A2 PCT/US2000/013201 US0013201W WO0068861A2 WO 2000068861 A2 WO2000068861 A2 WO 2000068861A2 US 0013201 W US0013201 W US 0013201W WO 0068861 A2 WO0068861 A2 WO 0068861A2
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- G—PHYSICS
- G06—COMPUTING; CALCULATING OR COUNTING
- G06Q—INFORMATION AND COMMUNICATION TECHNOLOGY [ICT] SPECIALLY ADAPTED FOR ADMINISTRATIVE, COMMERCIAL, FINANCIAL, MANAGERIAL OR SUPERVISORY PURPOSES; SYSTEMS OR METHODS SPECIALLY ADAPTED FOR ADMINISTRATIVE, COMMERCIAL, FINANCIAL, MANAGERIAL OR SUPERVISORY PURPOSES, NOT OTHERWISE PROVIDED FOR
- G06Q40/00—Finance; Insurance; Tax strategies; Processing of corporate or income taxes
- G06Q40/08—Insurance
Definitions
- the present invention relates to business analysis tools and in particular to methods and systems for providing comparative analysis and benchmarking of businesses, including issuers of financial services accounts and holders of account portfolios, specifically portfolios of credit card accounts.
- issuers of financial services accounts and holders of account portfolios specifically portfolios of credit card accounts.
- financial service market as currently constituted, there exists a number of channels or financial service "products" through which customers, for instance individual persons, may borrow money, typically by paying an interest or finance charge.
- Such borrowing may take multiple forms, including for example the form of a credit card account issued by a bank or savings and loan.
- credit card accounts are revolving lines of credit, whereby a customer may charge up to a certain line of credit for purchases or other transactions, and pays a periodic interest charge (subject to certain grace periods) as well as minimum (or greater) monthly payments against the principal of credit incurred.
- issuers of credit There exist a wide range of issuers of credit. For example, there are thousands of issuers of credit card accounts. These issuers compete with each other to achieve superior profitability, as well as competing with other suppliers of financial services. In such a competitive financial services arena, it is important for each issuer of financial services or credit to be able to evaluate the performance of its financial services account/customer portfolio, both against the issuer's own standards and past performance and against the performance of its rival financial services suppliers.
- issuer revenue flows may decrease unacceptably and the risk that cardholder balances will become uncollectable may increase to a very unfavorable level.
- issuer it is important not only for the issuer to have exact data on the speed of cardholder payment, but also to be able to compare such data to analogous data of peer issuers, in order to evaluate which payment rate provides best performance in a competitive market, or whether the issuer can or should take particular steps to influence its own payment rate, either to match those of other issuers or to make it higher or lower, as might be deemed to provide a competitive advantage.
- benchmarking evaluation of account portfolios as compared to the portfolios of other peer institutions, a process known as “benchmarking,” is of crucial importance to issuers of financial services. Certain forms of benchmarking have been developed in the financial services industry.
- Benchmarking within as well as outside the financial services industry has typically occurred along functional lines such as finance, operations, or marketing.
- the common practice has been to focus on identifying the best performance levels in certain areas given that most of the consultants conducting benchmarking studies specialize in one or two particular areas of expertise. It has proven much more difficult to develop comprehensive benchmarking efforts cross- linking all the most important functional drivers of portfolio performance, largely due to the complexity of applying cross-functional expertise and resources to an integrated study of such breadth.
- benchmarking needs in the past have largely been articulated by functional and support staff as opposed to being sought or conducted by top issuer management, who would be more likely to demand a total or integrated approach.
- the present invention provides a secure, on-line interactive tool that lets an organization or financial services issuer easily evaluate how well its performance measures up to the competition's. Unlike other benchmarking services, the present invention allows the organization or issuer to compare timely data on all aspects of its performance, not just financial results.
- the present invention gives the organization the information and insights it needs to understand its competitive position, develop more effective strategies, understand key drivers of performance, and continue to build its business in the financial services industry.
- the present invention allows an organization under study to assess its business performance across five crucial performance drivers. Unlike other benchmarking tools, which focus only on financial performance or specific functional areas, the present invention provides the organization with the ability to view all primary aspects of its business that affect your financial performance and how they are interrelated.
- the benefits of such a holistic approach to benchmarking as provided by the present invention are manifold.
- the present invention allows the benchmarking process to be broken down into a plurality of discrete "modules" to break-out relevant business performance data.
- modules discrete modules
- the present invention allows presentation of performance benchmarking broken into five discrete modules, relating respectively to portfolio management, cardholder satisfaction, risk management, operations and productivity, and overall financial performance of the issuer and its account portfolio. More specifically, in such an example, the organization under benchmarking study would have the ability to review and compare comprehensive and categorized benchmarking data of the following sorts:
- Portfolio Management A Comprehensive Picture of How The Organization's Portfolio Is Performing — The issuer may evaluate how its total credit card portfolio performance compares to that of its peer group, specifically:
- the system can provide a common yardstick for measuring and comparing the level of cardholder satisfaction across several dimensions for participating benchmarked issuers. Additionally, the impact of cardholder satisfaction on portfolio performance, promotion strategies, and profitability can be studied with this tool.
- Risk Management A Summary of Past, Present and Future Indicators — Allows comparison of the issuer's lagging (recoveries), current (charge-offs and bankruptcies) and future (delinquencies, credit bureau scores) risk indicators to the competition's.
- the present invention helps the user identify the causal relationships between the key drivers; for example, the impact of cardholder satisfaction on attrition and, in turn, implications for building promotion and attrition strategies.
- the present invention provides the most comprehensive pool of competitive data for benchmarking purposes. Unlike existing benchmarking tools that focus on best practices in one functional area, the present invention allows an organization to see how the multiple discrete performance drivers (in this case, the five crucial performance determinants outlined above) are interrelated. The pooling of data from peer organizations and other industry participants is an important part of the present invention.
- MasterCard International Incorporated (“MasterCard”) has established a world- recognized credit card brand under its MASTERCARD trademark. Hence, issuing banks join MasterCard's network and under such relationships MasterCard has access to certain member bank account portfolio data. Thus, MasterCard could be a provider of benchmarking services under the present invention for some or all of its member issuer banks, and hence would be in a position to provide the needed peer group and industry comparative data (typically on an aggregated statistical basis, without the need to disclose the particular performance parameters of a particular member organization to the extent these are deemed sensitive or confidential).
- the present invention can be implemented in conjunction with standard business computer hardware and software and standard accounting data, as is likely possessed by most organizations that would seek benchmarking services. Data collection, analysis, and result distribution may likewise be by standard internet/World Wide Web protocols, thus allowing 24-hour-a-day accessibility of the benchmarking system, secured data transmission, and maximal interactivity while using off-the-shelf computing components.
- FIG. 1 there is shown a conceptual diagram of the BA system comprising the five performance modules relating to, respectively, Portfolio,
- Figures 2-6 are conceptual diagrams showing exemplary components of the sub-modules for each of the five performance modules. DETAILED DESCRIPTION OF THE PREFERRED EMBODIMENTS
- BenchMark AdvantageTM (sometimes abbreviated herein as "BA").
- BA BenchMark AdvantageTM
- Those of ordinary skill in the art will understand that the benchmarking system and method disclosed and claimed herein would also find use in evaluating the performance of a wide range of businesses and other organizations, including suppliers of financial services other than consumer credit cards (such as mortgage lenders, issuers of secured lines of credit, business lenders, etc.) as well as organizations beyond the financial services provision business, to the extent that such organizations generate performance parameters that may be analyzed by techniques such as those disclosed herein and compared to performance parameters of peer and analogous industry organizations.
- the invention allows benchmarking of an organization's business performance across all major functional areas by utilizing an integrated and interactive scorecard of performance drivers on a quarterly basis, for example.
- Integrated scorecard This feature integrates data or performance measures from five (5) different functional areas (portfolio/marketing, risk management, financial performance, operations/productivity, and cardholder satisfaction) in order to provide views of all primary drivers of a firm's business. It places all the key cross-functional drivers in one integrated scorecard for easy and concise benchmarking/evaluation.
- This feature includes benchmarks that focus on identifying definitively the internal strengths and weaknesses of an organization relative to its competition and environment while providing the linkage to all the cross-functional drivers of performance.
- Unique Delivery Vehicle Features include online interactivity, such as: (a) data collection via internet: Users enter their own data online for four business functional areas (portfolio, risk, finance, and operations). Unique online data dictionary and help features built into tool to facilitate accurate and consistent reporting of benchmarking data; (b) customizable reports: Users can customize reports on-line, including an interactive integrated scorecard that links relative performance measures from all five functional areas unlike any other benchmarking tool; (c) BenchMark data that is downloadable and manipulable: Users can download into a convenient standard spreadsheet program (e.g., Microsoft Excel) benchmarking data in order to perform further data manipulation analysis; and (d) online delivery of market research findings with a customizable SWOT (Strengths, Weaknesses Opportunities, Threats) scorecard: scorecard is supported by a unique set of drivers of customer satisfaction.
- SWOT Strengths, Weaknesses Opportunities, Threats
- Total business approach features The synergistic benefits of a unique online, interactive benchmarking vehicle that offers an integrated scorecard that links the relevant performance metrics of five different functional areas in order to aid in understanding of the drivers of total business performance provides a range of business vision and strategic decisionmaking data analysis not obtainable even by combining a plurality of single-parameter/single-area benchmarking techniques.
- the factors and the data used in BA are aimed at providing a "holistic" view of an organization's performance vis a vis its peer group and the industry. The data is weighed in proportion with the dominance of the participant within the industry; weighting being determined largely by sales or dollar volume.
- the benchmarking peer and industry averages reflect this weighting and therefore the industry performance averages reflect accurately the preponderance of the larger players in driving industry performance.
- customer responses and satisfaction levels (which may be gathered either by the organization being benchmarked or the benchmarking service provider) are segmented along customer behavioral types. This segmented data is uniquely linked across to the resultant performance metrics in the Portfolio/Marketing Module and Risk Management Module to provide cross functional insights not available in any other benchmarking product.
- a benchmarking provider in this case, MasterCard
- MasterCard will collect functional data from its member credit card issuer banks which are participating in the benchmarking analysis on a quarterly basis. Data and information flow to and from MasterCard will be facilitated via secure internet protocols.
- This service is intended to be interactive in nature and members will be offered the capability to download or extract benchmarking data for their unique reporting and analytical needs.
- a set of user tools such as data definition and dictionary, email feedback and 1-800 support line will be established.
- the benchmarking service will cover five functional areas (Financial Performance, Portfolio, Risk Management, Operations, and Cardholder Satisfaction) while providing integration between key measures across all areas.
- a number of standard averages, performance ratios, and charts will be provided in order to show individual member performance versus peer group and overall system performance. For example: —Historical trend graphs and pie charts will be shown for quick reference.
- data will be viewed as a percent of outstanding, as a percent of volume, and on a dollars per billed account basis.
- each bucket of delinquency will be shown as a percentage of total delinquency.
- Each component of charge-offs credit loss, bankruptcy, fraud, and other
- charge-offs credit loss, bankruptcy, fraud, and other
- Average credit limits i.e. average credit limits; average payments; average ticket size.
- Revolver - Account that has incurred a finance charge in the final month of the quarter.
- Transactor - Account that has not incurred a finance charge in the final month of the quarter.
- Count The total number of transactions whereby goods and services were obtained using a credit, debit or pre-payment card.
- Purchases The total dollar volume of transactions whereby goods and services were obtained using a credit, debit or pre-payment card.
- Cash Disbursement 0-6 months (Count): The total number of transactions of all funds accessed by cardholders using their cards at in-branch locations, Automated Teller Machines/Cash Dispensers (ATMs/CDs), and through Balance Transfers by accounts that have been on the books for 0 to 6 months.
- Cash Disbursements can also be accessed by check, including third-party checks.
- ATMs/CDs Automated Teller Machines/Cash Dispensers
- Cash Disbursements can also be accessed by check, including third-party checks.
- Balance Transfer (Count): The total number of transactions associated with balance transfers
- Balance Transfer (Dollars): The total dollar amount associated with balance transfers.
- Balance Transfer, 0-6 months (Count): Balance Transfer (Count), as defined above, applied to accounts that have been on the books for 0 to 6 months.
- Balance Transfer, 0-6 months (Dollars): Balance Transfer (Dollars), as defined above, applied to accounts that have been on the books for 0 to 6 months.
- Balance Transfer, 6-12 months (Count) Balance Transfer (Count), as defined above, applied to accounts that have been on the books for 6 to 12 months.
- Balance Transfer, 6-12 months (Dollars) Balance Transfer (Dollars), as defined above, applied to accounts that have been on the books for 6 to 12 months.
- Balance Transfer 1-2 years (Dollars): Balance Transfer (Dollars), as defined above, applied to accounts that have been on the books for 1 to 2 years.
- Balance Transfer 2+ years (Count): Balance Transfer (Count), as defined above, applied to accounts that have been on the books for greater than 2 years.
- Count The total number of accounts on which an amount was owed to the card issuers by their cardholders as of the last day of a given period, including current and delinquent balances, but excluding balances written off as bad debts.
- Outstandings The total dollar amount owed to the card issuers by their cardholders as of the last day of a given period, including current and delinquent balances, but excluding balances written off as bad debts.
- Outstandings, 6-12 months Outstandings (Count), as defined above, applied to accounts that have been on the books for 6 to 12 months.
- Active Accounts Accounts that have had at least one transaction within the last six months (including cardholders that have received statements and/or instances where they are trying to pay off debt). Active Accounts, 0-6 months: Active Accounts, as defined above, applied to accounts that have been on the books for 0 to 6 months.
- Active Accounts, 6-12 months Active Accounts, as defined above, applied to accounts that have been on the books for 6 to 12 months.
- Active Accounts 1-2 years: Active Accounts, as defined above, applied to accounts that have been on the books for 1 to 2 years.
- Active Accounts, 2+ years Active Accounts, as defined above, applied to accounts that have been on the books for greater than 2 years.
- Active Accounts Revolver: Active Accounts, as defined above, applied to accounts that have incurred a finance charge in the final month of the quarter.
- Active Accounts, Transactor Active Accounts, as defined above, applied to accounts that have not incurred a finance charge in the final month of the quarter.
- New Accounts Number of new accounts opened. (Excludes Portfolio Acquisitions).
- Open to Buy Active Accounts with open to buy status that have had at least one transaction within the last six months.
- Open to Buy Active, 0-6 months Open to Buy Active, as defined above, applied to accounts that have been on the books for 0 to 6 months.
- Open to Buy Active, 6-12 months Open to Buy Active, as defined above, applied to accounts that have been on the books for 6 to 12 months.
- Open to Buy Active, 1-2 years Open to Buy Active, as defined above, applied to accounts that have been on the books for 1 to 2 years.
- Open to Buy Active, 2+ years Open to Buy Active, as defined above, applied to accounts that have been on the books for greater than 2 years.
- Open to Buy Active, Revolver Open to Buy Active, as defined above, applied to accounts that have incurred a finance charge in the final month of the quarter.
- Open to Buy Active, Transactor Open to Buy Active, as defined above, applied to accounts that have not incurred a finance charge in the final month of the quarter.
- Open to Buy Inactive Accounts with open to buy status that have not had at least one transaction within the last six months.
- Open to Buy Inactive 1-2 years: Open to Buy Inactive, as defined above, applied to accounts that have been on the books for 0 to 6 months.
- Open to Buy Inactive 2+ years: Open to Buy Inactive, as defined above, applied to accounts that have been on the books for 0 to 6 months.
- Open to Buy Inactive, Revolver Open to Buy Inactive, as defined above, applied to accounts that have incurred a finance charge in the final month of the quarter.
- Open to Buy Inactive, Transactor Open to Buy Inactive, as defined above, applied to accounts that have not incurred a finance charge in the final month of the quarter
- Attrited Involuntary Number of accounts terminated by the Issuer due to bankruptcy, death or negative cardholder behavior, excluding accounts that are closed but have been replaced with new accounts (e.g., lost/stolen card, upgrades, changes of billing cycle) .
- Attrited Involuntary, 0-6 months Attrited Involuntary, as defined above, applied to accounts that have been on the books for 0 to 6 months.
- Attrited Involuntary 2+ years: Attrited Involuntary, as defined above, applied to accounts that have been on the books for greater than 2 years.
- Attrited Involuntary, Revolver Attrited Involuntary, as defined above, applied to accounts that have incurred a finance charge in the final month of the quarter.
- Attrited Involuntary, Transactor Attrited Involuntary, as defined above, applied to accounts that have not incurred a finance charge in the final month of the quarter.
- Attrited Voluntary The number of accounts closed at the request of the cardholder, excluding accounts that are closed but have been replaced with new accounts (e.g., lost/stolen card, upgrades, changes of billing cycle).
- Attrited Voluntary, 0-6 months Attrited Voluntary, as defined above, applied to accounts that have been on the books for 0 to 6 months.
- Attrited Voluntary, 6-12 months Attrited Voluntary, as defined above, applied to accounts that have been on the books for 6 to 12 months.
- Attrited Voluntary 1-2 years: Attrited Voluntary, as defined above, applied to accounts that have been on the books for 1 to 2 years.
- Attrited Voluntary 2+ years: Attrited Voluntary, as defined above, applied to accounts that have been on the books for greater than 2 years.
- Attrited Voluntary, Revolver Attrited Voluntary, as defined above, applied to accounts that have incurred a finance charge in the final month of the quarter.
- Attrited Voluntary, Transactor Attrited Voluntary, as defined above, applied to accounts that have not incurred a finance charge in the final month of the quarter. Credit Statistics
- Payments Dollar volume of payments to the card issuer for goods, services or Cash Disbursements made using a credit card. (Total amount of payment made by the cardholder, includes all cash received and credited.)
- Payments, 0-6 months Payments, as defined above, applied to accounts that have been on the books for 0 to 6 months.
- Payments, 6-12 months Payments, as defined above, applied to accounts that have been on the books for 6 to 12 months.
- Payments, 1-2 years Payments, as defined above, applied to accounts that have been on the books for 1 to 2 years.
- Payments, 2+ years Payments, as defined above, applied to accounts that have been on the books greater than 2 years.
- Payments, Revolver Payments, as defined above, applied to accounts that have incurred a finance charge in the final month of the quarter.
- Payments, Transactor Payments, as defined above, applied to accounts that have not incurred a finance charge in the final month of the quarter.
- Mail - IT A (Responses): The number of responses received from "Mail - IT A” solicitations.
- Mail - IT A (Approvals): The number of applications approved for which an account has been opened from “Mail - IT A” responses.
- Mail -IT A (Activated): The number of new accounts activated by "Mail -ITA" approvals.
- Branch The number of applications approved for which an account has been opened from "Branch" responses.
- Branch The number of new accounts activated by "Branch” approvals.
- Other Acquisitions Solicitations: The number of solicitations for credit cards mailed other than "Mail - Pre Approved", “Mail - ITA”, “Take Ones", "Branch”, or "Telemarketing” solicitations.
- Telemarketing (Total Hours): The total number of outbound telemarketing hours. Telemarketing (Total Applications): The number of telemarketing solicitations made via telephone.
- Telemarketing The number of applications approved for which an account has been opened from "Telemarketing (Total Applications)”.
- Auto Rental (Count) Purchases (Count) as defined above, detailed by “Auto Rental” category.
- Auto Rental (Dollars) Purchases (Dollars) as defined above, detailed by “Auto Rental” category.
- Hotel/Motels (Interchange $'s): Purchases (Dollars) as defined above, detailed by "Hotel/Motels” category.
- Travel Agencies (Dollars): Purchases (Dollars) as defined above, detailed by “Travel Agencies” category. Travel Agencies (Interchange $'s): Purchases (Dollars) as defined above, detailed by “Travel Agencies” category.
- Discount Stores Purchases (Count) as defined above, detailed by "Discount Stores” category.
- Discount Stores (Interchange $'s): Purchases (Dollars) as defined above, detailed by “Discount Stores” category. Clothing Stores (Count): Purchases (Count) as defined above, detailed by “Clothing Stores” category.
- Clothing Stores (Interchange $'s): Purchases (Dollars) as defined above, detailed by "Clothing Stores” category.
- Hardware Stores (Dollars): Purchases (Dollars) as defined above, detailed by “Hardware Stores” category.
- Hardware Stores (Interchange $'s): Purchases (Dollars) as defined above, detailed by “Hardware Stores” category.
- Drug Stores Purchases (Dollars) as defined above, detailed by “Drug Stores” category.
- Drug Stores Interchange $'s: Purchases (Dollars) as defined above, detailed by "Drug Stores” category.
- Gas Stations (Count) Purchases (Count) as defined above, detailed by “Gas Stations” category.
- Gas Stations (Dollars) Purchases (Dollars) as defined above, detailed by “Gas Stations” category.
- Vehicles (Dollars): Purchases (Dollars) as defined above, detailed by “Vehicles” category. Vehicles (Interchange $'s): Purchases (Dollars) as defined above, detailed by “Vehicles” category.
- Interior Furnishings Stores (Dollars): Purchases (Dollars) as defined above, detailed by "Interior Furnishings Stores” category.
- Interior Furnishings Stores (Interchange $'s): Purchases (Dollars) as defined above, detailed by "Interior Furnishings Stores” category.
- Electronic Appliance Stores (Count): Purchases (Count) as defined above, detailed by “Electronic Appliance Stores” category.
- Electronic Appliance Stores (Dollars) Purchases (Dollars) as defined above, detailed by “Electronic Appliance Stores” category.
- Sporting Goods/Toy Stores (Interchange $'s): Purchases (Dollars) as defined above, detailed by "Sporting Goods/Toy Stores” category.
- Utilities (Count) Purchases (Count) as defined above, detailed by "Utilities” category.
- Utilities (Dollars) Purchases (Dollars) as defined above, detailed by
- Quasi Cash (Dollars): Purchases (Dollars) as defined above, detailed by "Quasi Cash” category.
- Quasi Cash (Interchange $'s): Purchases (Dollars) as defined above, detailed by "Quasi Cash” category.
- 90-119 # Total number of accounts with a balance, with four of five payments past due.
- 90-119 $ Total dollar value of accounts with a balance, with four of five payments past due.
- 120+ # Total number of accounts with a balance, with five of six payments past due.
- 120+ $ Total dollar value of accounts with a balance, with five of six payments past due.
- Bankruptcy Count - Chapter 13 Number of filings due to bankruptcy through the reorganization of debt (Chapter 13).
- Bankruptcy Count - Chapter 7 Number of filings due to bankruptcy through the discharge of all debt (Chapter 7).
- Bankruptcy Dollars - Chapter 13 Dollar volume of filings due to bankruptcy through the reorganization of debt (Chapter 13).
- Bankruptcy Dollars - Chapter 7 Dollar volume of filings due to bankruptcy through the discharge of all debt (Chapter 7).
- Bankruptcy Recoveries Count Number of non- fraud recoveries associated with bankruptcy charge-offs (not net of expenses).
- Bankruptcy Recoveries Dollars Dollar volume of non-fraud recoveries associated with bankruptcy charge-offs (not net of expenses). Credit Bureau Score -FICO score of all open accounts (to be provided in five point FICO bans).
- Credit Loss Count Number of non- fraud credit charge-offs (including bankruptcy charge-offs and sale of delinquent accounts, not net of expenses).
- Credit Loss Dollars Dollar volume of non- fraud credit charge-offs
- Credit Recoveries Dollars Dollar value of non-fraud credit recoveries (including bankruptcy recoveries and sale of delinquent accounts, not net of expenses).
- Fraud Loss Count - Counterfeit Number of transactions generated by a counterfeit card or counterfeit convenience check.
- Fraud Loss Count - Fraudulent Application Number of transactions occurring on an account issued on the basis of a fraudulent application.
- Fraud Loss Count - Lost/Stolen Number of transactions occurring on an account for which the card or convenience check was reported lost or stolen by the cardholder.
- Fraud Loss Count - MOTO Number of fraudulent uses of an account number in which the card is not physically present (e.g., Telemarketing Fraud Activity or non-imprinted paper).
- Fraud Loss Count- NRI (never received issue): Number of transactions occurring on a new or replacement account for which the cardholder has claimed the card or convenience check was not received.
- Fraud Loss Count - Other Fraud Number of fraudulent transactions occurring on an account by some means other than from NRI, MOTO, Counterfeit, Lost/Stolen, Fraudulent Application, Other Fraud.
- Fraud Loss Dollars - Counterfeit Dollar volume of transactions generated by a counterfeit card or counterfeit convenience check.
- Fraud Loss Dollars - Fraudulent Application Dollar volume of transactions occurring on an account issued on the basis of a fraudulent application.
- Fraud Loss Dollars - Lost/Stolen Dollar volume of transactions occurring on an account for which the card or convenience check was reported lost or stolen by the cardholder.
- Fraud Loss Dollars - MOTO Dollar volume of fraudulent uses of an account number in which the card is not physically present (e.g., Telemarketing Fraud Activity or non-imprinted paper).
- Fraud Loss Dollars - NRI Dollar volume of transactions occurring on a new or replacement account for which the cardholder has claimed the card or convenience check was not received.
- Fraud Loss Dollars - Other Fraud Dollar volume of fraudulent transactions occurring on an account by some means other than from NRI, MOTO, Counterfeit, Lost/Stolen, Fraudulent Application, Other Fraud.
- Fraud Recoveries Count Number of recoveries associated with fraudulent charge-offs.
- Fraud Recoveries Dollars Dollar volume of recoveries associated with fraudulent charge-offs.
- Recoveries Count The number of recoveries from charge-offs other than those associated with credit, bankruptcy or fraud charge-offs, or post charge-off sales.
- Recoveries Dollars The dollar volume of recoveries from charge-offs other than those associated with credit, bankruptcy or fraud charge-offs, or post charge-off sales.
- Post Charge-off Sales Count The number of recoveries from charge-offs after those charged-off accounts had been sold to an external collection agency.
- Post Charge-off Sales Dollars The dollar volume of recoveries from charge-offs after those charged-off accounts had been sold to an external collection agency.
- Recoveries - Bankruptcies Collection of an account receivable that has been written off as a bad debt for bankruptcy classification.
- Recoveries - Credit Collection of an account receivable that has been written off as a bad debt (credit loss only) credit loss classification.
- Recoveries - Fraud Collection of an account receivable that has been written off as a bad debt for fraud classification.
- Recoveries - Other Collection of an account receivable that has been written off as a bad debt for other loss classification.
- Revenue - Gross Interest - Net Billed Net revenue derived from the interest received excluding reversals and adjustments. (Report billed monthly charges to cardholders less interest reversals for charge-offs and customer adjustments.)
- Interchange - Incoming Issuing Revenue derived from interchange fees received. (The issuer reimbursement fees received on incoming interchange retail sales items (transactions between your cardholders and merchants signed by another member). Cash disbursement interchange fees paid to other members on incoming cash items for your cardholders should not be subtracted from this amount; these cash fees should be reported as Interchange Fees Paid on Cash Disbursement Dollars.)
- Fees - Annual Revenue derived from annual fees received. (Periodic charges for services, other than finance charges. This caption reports annual fee revenue over a twelve-month period for accounts or cards.)
- Fees - Annual Revenue derived from annual fees received. Non-FAS Adjusted. (Periodic charges for services, other than finance charges. This caption reports annual fee revenue in the month that it is received.
- Fees - Cash Disbursement Revenue derived from cash advance fees received. (Charges billed to issuers/cardholder accounts plus revenue transactions completed on out of network ATM and/or ATM fees for withdrawal of funds.)
- Fees - Late Revenue derived from late payment fees received. (Charges billed to cardholder accounts for payments past due.)
- Fees - Over limit Revenue derived from over limit fees received. (Charges billed to cardholder accounts for over limit balances.)
- Fees - Insufficient Fund Revenue derived from insufficient fund fees received. (Charges billed to cardholder accounts for NSF (non-sufficient funds) payments.
- Interest - On Lost Accounts Interest Reversals for charge-offs and customer waivers against delinquent accounts.
- Fees - On Lost Accounts Fee reversals for charge-offs and customer adjustments.
- Cost of Funds Cost of funding Average Outstanding. (An internally generated bank charge for funds employed by the bankcard department.)
- AH Indirect Expenses Support function related costs including corporate allocations and overhead.
- Operating - Billing & Payments Activities associated with the preparation and mailing of billing statements to cardholders and with processing cardholder payment remittances and checks.
- Operating - Collections Activities associated with the collection of balances outstanding on delinquent and charged-offs accounts and working over limit accounts.
- Losses - Fraud Losses resulting from total write offs generated by lost, stolen and application fraud activities stemming from fraudulent activity (excluding recoveries).
- Losses - Credit Losses resulting from total write offs excluding charge-offs due to personal bankruptcies - Chapter 7, 11, 12 and 13 fraud losses.
- Losses - Bankruptcies Losses resulting from bankruptcies. (Total Charge-offs due to personal bankruptcies - Chapter 7, 11, 12 and 13).
- Losses - Gross Recoveries Collection of an account receivable that has been written off.
- Losses - Gross Recoveries - Agency Expenses Collection agency expenses incurred in the collection of an account receivable that has been written off.
- Losses - Other Losses resulting from losses other than credit, fraud & bankruptcies.
- the timeliness of posting account information such as transactions and payments.
- the accuracy of posting account information such as transactions and payments.
- Offering a toll-free customer service number The ability to access a live customer service representative when needed.
- Loyalty segments % of Loyalists, % of At-Risk and % of Exit-Bound in portfolio
- a variety of known accounting and business analysis calculations may be applied to process the various inputs and outputs of the benchmarking process.
- GAP generally accepted accounting practice
- Other analytic techniques may be applied on an as-needed basis.
- Computer processing of financial data allows a wide variety of financial analyses, comparisons, and projections, as are known in the art and may be implemented for specific analytic needs.
- Portfolio module it may be desirable to calculate and supply data regarding the growth rates or period-on-period ratios for various components of the account portfolio.
- Such statistics may readily be derived by taking into account the following parameters:
- benchmarking data may be tailored (as to its analysis or delivery) so as to take into account the size and status of the particular organization being benchmarked.
- weighting may be applied to various inputs or outputs of the benchmarking process.
- the data can be weighted in proportion to the dominance within its industry or peer group of the particular organization under benchmarking analysis.
- Such weighting can take the form of weighting data in direct proportion to the sales or dollar volume of the organization's credit or sales transactions.
- the benchmarking peer and industry averages are also weighted and therefore the industry performance averages reflect accurately the preponderant role played by larger-dollar- volume organizations in driving overall industry performance.
- the embodiments described herein may advantageously be implemented in connection with a benchmarked organization's personal computer system or workstation (comprising a computer processor such as an Intel Pentium processor, spreadsheet software such as Microsoft Excel, and implementing a communications module such as a common web browser such as Internet Explorer or Netscape), linked by a World Wide Web connection to a benchmarking service provider utilizing similar standard computer hardware and software.
- a benchmarked organization's personal computer system or workstation comprising a computer processor such as an Intel Pentium processor, spreadsheet software such as Microsoft Excel, and implementing a communications module such as a common web browser such as Internet Explorer or Netscape
- the network communication link between the benchmarked organization and the benchmarking service provider may be provided with some network-default level of encryption (perhaps a relatively weak level such as 56 bit encryption).
- desired high-level encryption for instance 128 bit, 448 bit, or other encryption under SSL (Secure Socket Layer) or 3DES encryption protocols or other encryption protocol known in the art for maintaining the secrecy of a transmission of highly sensitive financial data over a public network, may be applied to the communications needed for the present invention, as is known in the art.
- Display of benchmarking data for the benchmarked organization may be provided in customizable forms.
- display may be made on a color CRT monitor connected to the user's computer system, and benchmarking results may be displayed in color-coded graphical fashion, in keeping with known techniques for generating color graphs and charts in graphics displays (including simulated three- dimensional color graphical displays for additional ease of user comprehension or aesthetic appeal), to coordinate and enhance the comparative benchmarking data and comparisons and allow a user to rapidly comprehend the same.
- known computer programming techniques and languages for instance, Visual Basic, JAVA, C++
Abstract
Description
Claims
Priority Applications (2)
Application Number | Priority Date | Filing Date | Title |
---|---|---|---|
AU52697/00A AU5269700A (en) | 1999-05-12 | 2000-05-12 | Benchmark analysis system |
EP00937546A EP1145166A1 (en) | 1999-05-12 | 2000-05-12 | Benchmark analysis system |
Applications Claiming Priority (2)
Application Number | Priority Date | Filing Date | Title |
---|---|---|---|
US13379299P | 1999-05-12 | 1999-05-12 | |
US60/133,792 | 1999-05-12 |
Publications (2)
Publication Number | Publication Date |
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WO2000068861A2 true WO2000068861A2 (en) | 2000-11-16 |
WO2000068861A8 WO2000068861A8 (en) | 2001-07-19 |
Family
ID=22460327
Family Applications (1)
Application Number | Title | Priority Date | Filing Date |
---|---|---|---|
PCT/US2000/013201 WO2000068861A2 (en) | 1999-05-12 | 2000-05-12 | Benchmark analysis system |
Country Status (3)
Country | Link |
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EP (1) | EP1145166A1 (en) |
AU (1) | AU5269700A (en) |
WO (1) | WO2000068861A2 (en) |
Cited By (9)
Publication number | Priority date | Publication date | Assignee | Title |
---|---|---|---|---|
WO2003077168A1 (en) * | 2002-03-12 | 2003-09-18 | Akzo Nobel Coatings International B.V. | On-line benchmarking |
US7136827B2 (en) * | 2003-12-05 | 2006-11-14 | Blake Morrow Partners Llc | Method for evaluating a business using experiential data |
US7359865B1 (en) * | 2001-11-05 | 2008-04-15 | I2 Technologies Us, Inc. | Generating a risk assessment regarding a software implementation project |
US7596523B2 (en) | 2002-09-09 | 2009-09-29 | Barra, Inc. | Method and apparatus for network-based portfolio management and risk-analysis |
US7921031B2 (en) * | 2006-11-29 | 2011-04-05 | International Business Machines Corporation | Custom survey generation method and system |
US8781881B2 (en) | 2007-08-14 | 2014-07-15 | Visa U.S.A. Inc. | Merchant benchmarking tool |
US10467635B1 (en) | 2016-01-28 | 2019-11-05 | Numerify, Inc. | Efficient cross customer analytics |
US10546350B2 (en) | 2015-12-08 | 2020-01-28 | International Business Machines Corporation | Performance projection |
US10755280B2 (en) | 2017-01-13 | 2020-08-25 | Visa International Service Association | Segmented data analysis using dynamic peer groupings and automated rule implementation platform |
-
2000
- 2000-05-12 AU AU52697/00A patent/AU5269700A/en not_active Abandoned
- 2000-05-12 EP EP00937546A patent/EP1145166A1/en not_active Withdrawn
- 2000-05-12 WO PCT/US2000/013201 patent/WO2000068861A2/en not_active Application Discontinuation
Non-Patent Citations (1)
Title |
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No Search * |
Cited By (11)
Publication number | Priority date | Publication date | Assignee | Title |
---|---|---|---|---|
US7359865B1 (en) * | 2001-11-05 | 2008-04-15 | I2 Technologies Us, Inc. | Generating a risk assessment regarding a software implementation project |
WO2003077168A1 (en) * | 2002-03-12 | 2003-09-18 | Akzo Nobel Coatings International B.V. | On-line benchmarking |
AU2003219048B2 (en) * | 2002-03-12 | 2009-02-19 | Akzo Nobel Coatings International B.V. | On-line benchmarking |
US7596523B2 (en) | 2002-09-09 | 2009-09-29 | Barra, Inc. | Method and apparatus for network-based portfolio management and risk-analysis |
US7136827B2 (en) * | 2003-12-05 | 2006-11-14 | Blake Morrow Partners Llc | Method for evaluating a business using experiential data |
US7921031B2 (en) * | 2006-11-29 | 2011-04-05 | International Business Machines Corporation | Custom survey generation method and system |
US8781881B2 (en) | 2007-08-14 | 2014-07-15 | Visa U.S.A. Inc. | Merchant benchmarking tool |
US10546350B2 (en) | 2015-12-08 | 2020-01-28 | International Business Machines Corporation | Performance projection |
US10467635B1 (en) | 2016-01-28 | 2019-11-05 | Numerify, Inc. | Efficient cross customer analytics |
US11017414B1 (en) | 2016-01-28 | 2021-05-25 | Digital.Ai Software, Inc. | Efficient cross customer analytics |
US10755280B2 (en) | 2017-01-13 | 2020-08-25 | Visa International Service Association | Segmented data analysis using dynamic peer groupings and automated rule implementation platform |
Also Published As
Publication number | Publication date |
---|---|
EP1145166A1 (en) | 2001-10-17 |
WO2000068861A8 (en) | 2001-07-19 |
AU5269700A (en) | 2000-11-21 |
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