Alejo Lopez Casao
Empresologo | Credit and Operations Director
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Empresologia

General Ideas on
Economy, Business and Life...

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Expansion de Empresas de P2P lending

26/11/2015

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Expansion de Empresas de P2P lending

y lo que significa para los bancos

Las empresas de P2P y P2B estan llevando a cabo progresivamente un proceso de expansion de sus lineas de negocio hacia aquellas mas tradicionales de las entidades bancarias. Hasta ahora las entidades financieras no han prestado mucha atencion o lo han hecho de forma muy tangencial, ahora sin embargo la disyuntiva para los bancos es colaborar o enfrentarse! Y deberan reacionar de una manera u otra y pronto para evitar que sus clientes les abandonen. 


En EE.UU, Prosper ha adquirido American Healthcare Lending para ofrecer prestamos a los pacientes que necesitan pagar las -a menudo- costosas intervenciones medicas (recordemos la diferencia del sistema de salud americano con el nuestro). Mas recientemente ha adquirido Billguard, una empresa centrada en registro de operaciones y evitar el fraude de operaciones con tarjeta, lo que permitira a Prosper usar esos datos para su oferta de consolidacion de deudas.  Lo que Prosper esta haciendo es basicamente aprovechar su capacidad de adaptar otras empresas del sector fintech para ampliar su abanico de ofertas a sus clientes y a la vez mejorar su conocimiento de dichos clientes, algo parecido a lo que Google ha hecho basandose en su buscador para recopilar datos y datos de sus clientes y poder ofrecerles lo que realmente necesitan (aunque aun no lo sepan).


Los grandes bancos ya han empezado a entender que la colaboracion con este tipo de empresas puede ser vital, y cuando Prosper anuncio una ampliacion de capital de 165 millones dollars, la misma fue cubierta entre otros por SunTrust Banks, JPMorgan Chase, Credit Suisse y BBVA. 


PWC en su informe de Febrero (Peer pressure: How peer-to-peer lending platforms are transforming the consumer lending industry), ya indicaba las opciones que los bancos tienen ante esta revolucion: colaborar mediante compra de prestamos -bien directamente como inversor cualificado o indirectamente como inversor en la plataforma- ; colaborar mediante operaciones de "linea blanca"; o desarrollar sus propias plataformas. 


El primer caso presenta muchas oportunidades (ampliar el portfolio en general e introducirse en areas donde no habrian entrado, aplicar sus propios modelos de scoring para escoger las mejores oportunidades y todo ello sin ampliar estructura o personal) y alguna desventaja (la falta de acceso directo al prestatario impide la venta cruzada de otros productos, que es uno de los core business de las grandes entidades financieras).


La "linea blanca" o colaboracion compartiendo marca permite acceder al mercado mas rapidamente y sin grandes inversiones, permitiendo al banco aprovechar la tecnologia y cappacidad de reaccion de la P2P para ofrecer un producto mas a la medida ajustando sus precios (el tipo de interes) y sus decisiones de credito a cada tipologia de cliente. Sin embargo, esta colaboracion conlleva mayores riesgos: operacional por la total dependencia de la empresa de crowdlending que aporta su know-how y su estructura , y riesgo reputacional y de control de fraude dado que las acciones y omisiones de la empresa P2P afectan directamente a la marca financiera. 


La posibilidad de ofrecer directamente sus propias plataformas es la ultima opcion para el banco. El mercado de crowdlending permite acceso a un segmento de empresas a las que la oferta tradicional puede no parecer atractiva y ademas posiciona a la entidad como innovadora lo que puede atraer a la larga a muchas empresas start up y similares que necesitaran financiacion a medio plazo. Ello permitara al banco la venta cruzada que hemos comentado anteriormente y una mayor integracion con el cliente para ofrecerle todos los servicios que este demande. Por contra, las implicaciones regulatorias, el coste de desarrollo y la potencial canibalizacion de sus propios clientes puede echar para atras a muchas entidades. Seria un proceso parecido a lo ocurrido con las lineas low cost creadas por aerolineas “de bandera”.

PWC remarca en su estudio que las entidades financieras deben plantearse una respuesta consistente, en funcion de sus objetivos a largo plazo y su clientela objetivo. En cualquier caso el uso de la tecnologia para centrarse en resolver necesidades del cliente debera ser la base de desarrollo de cualquier entidad que pretenda sobrevivir en un mercado cada vez mas competitivo, tanto por parte de las entidades como por parte de los clientes que estan cada vez mas informados y demandan un servicio a su medida.

Tal vez la regulacion, tan necesaria como temida por su carga de trabajo, sea la que acabe por determinar el futuro de este sector.




 




Tags: IT, published, business, financial
November 21, 2015 at 01:10PM
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Do you know your customer?

23/11/2015

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Do you know your customer?
  Do you really know your customer? Sure it happened to you..." the (loan) application is being analyzed by the risk department" or " the risk analyst is looking at your case right now.." and you get an image of a bunch of (freaky) people crunching numbers and statistical data in their laptops without even knowing the name of your company or what do you do... or what do you want the money for...


(see it on Linkedin)
And it should not be like that!  In fact, the analyst should be part of the front office along the sales person... they should visit the customers and get first hand impressions of the customer.
Customer visits are invaluable to the credit analyst as a means to clarify and to supplement the information made available by the customer and the sales person. The focus of the customer visit is, of course, an interview with an officer or officers of the company under review. Frequently, it is possible, and may be desirable, to supplement the interview with an inspection of the company’s operating facilities. .
The analyst should approach the interview with the primary objective of obtaining answers to the questions, which have arisen during the initial investigation of credit information. The purpose of the customer visit should not be for additional news or initial information gathering.
Before making the visit, it is essential that the analysts examine thoroughly and analyze carefully all information made available and/or published information on the company. Its annual and interim reports, product brochures, equipment information, receivable lists, suppliers, commodity pricing, major customers, major projects and backlog, and all debt obligations should be obtained and reviewed. In addition, it is advisable to seek any additional information on the company or its industry, which is available by statistical services, in reports by industry associations, trade publications, and by government agencies.
The analyst should obtain a good working knowledge of the company, its products, markets, industry standing, financial history, and the nature of competition, potential industry problems, and the company’s strategic aims. At the same time, the analyst should develop questions as to “why” certain events have happened, and “how” the company’s financial record and present financial standing developed. To obtain optimum results from the facilities visit, the analyst should make a complete listing of all inquiries to be made and organize those inquiries in logical sequence to cover each area of interest and to expedite the investigation. A carefully organized interview featuring precisely worded questions and a minimum of generalizations, stands the best chance of getting the full cooperation of the customer, because it reveals professionalism to have “done your homework.” .
The analyst should be able to better understand  (a) the demand for its products or services; (b) the prices received; (c) the direct and indirect costs; and (d) the requirements and means available to finance its operations. A clearer picture may be obtained of the manner in which the company’s product mix, operating procedures, and financial policies are similar from competitors and why, and then discuss the company’s strengths and weaknesses.
If the facility visit also includes an inspection of the company’s operating facilities, possibly there will be some opportunity to observe if operating policies and controls are being implemented as intended. It is usually pertinent to discuss the company’s long-range planning and the direction of its research and development work, if applicable. Also, inquiry can be made about technological, market, or other developments, present and potential, which may have significant influence on demand for the company’s products or services, or on their prices and/or costs. Finally, it is conceivable that from the facility visit the analyst can begin to obtain some basis for evaluating the caliber of the company’s management.
In evaluating the information obtained from a facility visit, analysts should take care to check and recheck for possible errors or misunderstandings if their findings appear to contradict published financial data.
And then, make a recommendation based not only on numbers..



from Alejo Lopez Casao - Blog http://ift.tt/1Xh99kt

Tags: IFTTT, blog, published, web
October 20, 2015 at 01:11PM
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Doctor, is my company sick?

21/11/2015

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​The symptoms listed below are displayed by sound companies as well as potentially weak ones. However, if you put enough of these symptoms together, you may have a fairly good indication of near-term trouble. Financial figures often tell a story that will enable you to make a prudent and informed credit decision. In many cases, unfortunately, it takes considerable skill to understand what the figures really do say. The following comments provide some insight into many of the things a good analyst should look for in a review of any given set of statements.
Image from page 565 of "The Gardeners' chronicle : a weekly illustrated journal of horticulture and allied subjects" (1874)

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    Licenciado en Empresariales soy por lo tanto un empresologo...y he trabajado como morosologo, analista,...

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