driving profitability in financial services using … · driving profitability in financial...

An Experian white paper

by John Worthington, Senior Business Consultant, Decision Analytics, Experian

Driving profitability in Financial Services using Business Rules Engines

May 08, 2008

Executive Summary

Financial Service businesses run on rules. These rules are where the strategic and tactical objectives of a business meet and potentially conflict with the day to day need to make decisions on individual customers:

“What customers do I take on?” “How should I manage the relationship with my customers going forward?” “How do I ensure that business rules optimise customer satisfaction and financial return as well as achieving the objectives set by the business?”

Business rules can be coded into core IT systems, however, these rules and code can quickly become complex, and may not be capable of being easily understood or changed.

When you add to this the fact that business rules change more often than the applications which carry them, the business user can quickly become frustrated by the inability of core systems to allow them the speed to market of business rule changes necessary to keep ahead of the competition.

In fact, the business user -the Customer Management or Credit Risk executive - may actually be in the difficult position of simply not knowing how business rules operate within the areas of decision making under their control.

This can be a significant barrier to implementing the business rule changes necessary to maintain or improve business performance.

The last 25 years have seen the gradual introduction of sophisticated Business Rules Engine (BRE) technologies into global Financial Services organisations.


Customer Management BREs have a long record of giving business value by delivering the capability to deploy complex business strategies, which leverage sophisticated decision analytics, into the business user’s hands.

Organisations in aggressive growth phases or emerging markets will obtain significant competitive advantage from advances in BRE technology, as they can move straight into more sophisticated capabilities, capitalising on the development of more established markets and organisations.

At the same time as technologies have advanced, leading lenders have sought to deploy more sophisticated analytics and data streams (e.g. multiple product/account data aggregated at customer level) in their decision making policies and strategies.

They are increasingly taking a customer level view of performance across all the customer’s relationships rather than an account or product level-only view.


Lenders are increasingly seeking not only to reduce their dependency on internal IT resource for the management of decision strategies, but also to reduce or eliminate dependencies from third party software suppliers for day-to-day rule changes.

The business benefits achievable by the introduction of Business Rules Engines cover a wide range of business performance measures for both established lenders and start-up businesses:

Delivering significant bottom-line benefits by influencing the key drivers of profitOffering flexible decisioning even when legacy host systems are inflexibleFacilitating the implementation of consistent decisioning across markets for international businesses

Lenders generally decide to implement Business Rules Engines in order to address strategic challenges.

Strategic challenges originate from a need to address how the business needs to be structured, managed and co-ordinated in order for it to be fit for the challenges of today and the future.

While it can be broadly stated that Business Rules Engine developments come from a business’s strategic requirements, it may also be the case that a specific failure or shortcoming in a business’s ability to manage tactical change is a key driver in these developments.

Tactical challenges can arise from both the day-to-day nature of operational customer management, and from specific short- or long-term fixes required, as a result of pressures on portfolio performance.

This white paper will outline the key drivers behind the decision

to integrate a Business Rules Engine in core customer systems

processes and address a number of the key concepts, approaches

and benefits of the adoption of BRE technology.

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Contents

Driving profitability in Financial Services using Business Rules Engines 3

1. What is a Business Rules Engine? 4

2. The features of a Business Rules Engine 6

3. Making Better Decisions 10

4. Addressing Strategic Challenges 11

4.1 Drivers to implement a Business Rules Engine 11

4.2 Developing a case for implementation 12

4.3 Replacing Ageing or Inadequate Infrastructure 14

4.4 Enterprise-Wide Decision Making 15

4.5 The challenge of the multiple market roll-out 16

5. Tactical uses of a Business Rules Engine 18

6. Glossary 19

7. About the author 21

8. About Decision Analytics 22


1. What is a BRE?

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Business rules, rules which trigger events, change more frequently than the rest of the application code.

Rules Engines are pluggable software components that separate business rules from the application code.

The separate capability allows the business users to modify the rules frequently without the need of IT intervention, and allows the applications to be more adaptable with the dynamic rules.

For financial services organisations, a Business Rules Engine (BRE) is a sophisticated piece of software which enables business users to define, simulate and deploy scores, business rules, strategies and decisions across a wide range of

customer touchpoints; across a wide range of product types; and across a wide range of customer management platforms (host systems).

Taking a wider perspective, a Business Rules Management System (BRMS) is a complete set of software products which may include a BRE, a rule repository, and rule design testing tools.

There is a certain amount of overlap historically between the BRE and BRMS terms, and the data management side of deploying BREs is so important that many of the components of a BRMS will also feature within this paper.

BREs deal with the business of rule definition and execution, and this allows businesses to quickly implement groups of rules that trigger decisions and services, without having to resort to procedural programming.

If the engine offers business user-focused capabilities, responsibility for rules creation can be given to the business process owner.

This means that the internal IT team doesn’t have to change the business rule code every time the interest rate changes or due to legislative requirements.

Fig 1 - the key elements of a typical BRE/BRMS configuration


The typical BRE/BRMS elements can be summarised as follows:

Business user interfaceA windows-based graphical tool where business users can define business rules, strategies and scorecards without the need for IT resource. The tool provides a single interface to review existing strategies and brings all components of the decision making process together into a single environment. Advanced software will also support testing and simulation of new business strategies prior to implementation.

Decision execution layerThe component of the system which accepts the interface data from the host systems and goes on to execute rules, score and strategies. It passes the decision and other data back to the host system for execution – for example, scores, new credit limits, collections actions.

A Business Rules Engine is a sophisticated piece of software

which enables business users to define, simulate and deploy

scores, business rules, strategies and decisions across a wide

range of customer touchpoints, product types and customer

management platforms.

Host systemThe pre-existing account processing platform, which could be an account management or application processing system

Data mart A source of data which may be used both for decision analytics, to help design strategies and scorecards and generate management information, and as a source of data to simulate the impact of new decision strategies


A Business Rules Engine enables business users to exercise direct control over one or more elements of decision-making.

2. The features of a BRE

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Figure 2 - an indication of the typical features of a sophisticated Business Rules Engine – in this example a Customer Level Management configuration


This paper focuses mainly on credit risk decisions but Business Rules Engines may also be used to control fraud strategies and marketing communication strategies.

Figure 3 - an illustration of the touchpoints in consumer lending customer decision making that may be subjected to control via a Business Rules Engine.

Intelligent Business ReportingData Management

Business Rules EngineAnalytics

Data

Prospecting

Col

lect

ions

Rec

over

ies

New

Business

Account

Managem

ent

Retention Reactivation

Cro

ss s

ell

Up

sell

Maximise market share and profitability by attracting new customersRisk pre-screening of marketing lists

Improve collections and recovery valuesWhich accounts to collect?Which treatment? Trade-off netween ‘collect, ‘litigate’, ‘sell’ and ‘write-off’

Increase activation and usageCredit line increase/decrease amount?Which transactions to authorise?Pre-collections tactics?

Registering new customersWhom to accept/reject?What initial limits and terms?

Maximise customer valuePre-screening which customers to select?Which offer?

Maximise retained revenuesPre-screening which customers to save?Which save-offer?


Specific decisions, which can be executed throughout the customer lifecycle, are illustrated below, together with an illustration of the business areas which are involved in the design and control of the business rules strategies.

Sales Customer Service

Risk

Acquisition Creation of product offers √ √

Target customers identification

√ √ √

Choice of channels and follow-up strategies

√ √

Account Origination

Accept/decline decisions √ √ √

Pricing and limits setting √ √ √

Cross-sell propositons √ √ √

Anti-money laundering procedures

√ √

Anti-fraud procedures √ √

Account Management

Customer exposure management (increases/decrease limits)

√ √ √

Pricing decisions √ √ √

Pay/no pay decisions on cheque account and debit cards

√ √ √

Authorisation decisions √ √

Retention strategies √ √ √

Collections and Recoveries

Self-cure segment identification

√ √ √

Definition of early collections strategies

√ √ √

In-house vs outsourced collections strategies

√ √

Recoveries strategies √

Write-off strategies √

Figure 4 – Decisions which can be controlled by the BRE and the areas responsible.


A successful BRE implementation will be capable of influencing a number of key components that drive the profit bottom line.

Figure 5 - the components of profit are shown together with illustrations of the different types of decision making that could be expected to influence each component in turn.


3. Making better decisions

This can range from true automation of processes, such as automating account acquisition decisions, through to the automation of marketing or account management campaigns executed by off-line account selection processes.

At the same time, a Business Rules Engine which is properly designed gives lenders the ability to deploy progressively more sophisticated and granular strategies. It allows the deployment of new generations of analytics, such as constrained optimisation.

Targeted treatment of customers is strongly facilitated by the use of Business Rules Engine strategies, scores and business rules.

A key benefit of a Business Rules Engine lies in its ability to automate decisions which may previously have been subject to manual processes.

A Business Rules Engine, properly configured, gives lenders space in which to grow their capabilities rather than being seen as a constraint.

Passive deployment of a set of decisioning policies, which remain unchanged over long periods of time, leads to missed opportunities and potentially lost revenue. Leading organisations see Business Rules Engines as an asset which should be utilised to the full, that is, an asset which can progressively enhance and improve decision quality, which will lead in turn to improvements in customer profitability or customer service.

Business Rules Engines are a key tool in developing strategies in a safe, controlled environment, and one method of doing this is through a combination of the strategy development cycle (see Figure 6) and the Champion/ Challenger capabilities found in a typical Business Rules Engine.

The strategy development cycle is a continuous, data-driven process, which uses successive generations of strategy design, deployment and assessment to deliver incremental benefits to the business by continually improving the effectiveness of decision making.

Figure 6 – the strategy development cycle

However, there is considerable evidence to suggest that the main drivers indicated by business users for deployment are more strategic in nature:

Improving service quality and customer satisfaction – by speedier decisions, consistently appliedImproving compliance and the ability to respond to new regulations As part of an enterprise-wide decisioning infrastructure (e.g. for a retail bank with more than one product type). Multiple market roll-outs could also be a feature of this requirementResponding to market challenges – either to the market in general or to competitive challenges from specific rivals. This includes the replacement of ageing or inadequate existing infrastructure


As a component of the business’s overall system and control infrastructure (e.g. to centralise policy execution or decision making)Entry into new markets and speed to market of changes to existing business rules – the ability to edit or introduce new business rules effectively and quickly in short timescales

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4. Strategic challenges

4.1 Drivers to implement a Business Rules EngineIt may appear self-evident that the case for development of a Business Rules Engine should have a purely financial basis – if this type of development does not deliver a clear financial return, then why is it being considered?

This is indeed an important component of the business case for purchase, development and implementation of the software.

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Increasing profit by reducing costs, or increasing income, is not

always the main driver for development and adoption of BRE

technology.


4.2 Developing a case for implementationThe Business Rules Engine is an important part of the customer management infrastructure of a lending organisation because of its ability to deliver control of decision policies and strategies directly into the hands of the business user. It is a part of the set of IT tools required to automate customer management processes and the interactions between front and back office.

Emerging market players and new start businesses may find the cost and effort of deploying a Business Rules Engine (and other systems) prohibitive in the short term. However, there are options to deploy BREs through a third party processor or application service provider and these can represent an entry-level route.

Another driver is that credit policies for new start businesses, in particular, may be simple at the start of the operation, but the deployment of scaleable and flexible BREs will give lenders the capability to gradually implement increasingly sophisticated strategies without recourse to further technological developments.

Given a successful growth phase, there will come a point where either actual or projected business volumes indicate that the business needs to critically examine the potential Return on Investment (ROI) case for deployment of a Business Rules Engine.

Estimating the costs of investment in a BRE needs to include software license purchase and maintenance, as well as estimates of internal costs for initial design, and set-up and ongoing maintenance of software and systems.

The estimates of cost savings and revenue increases from a BRE deployment will vary according to the size of portfolio and risk profile.

The likely uplift gained compared to Business as Usual (BAU) strategies will therefore also vary. For this reason, it is recommended that any estimate of gains is subjected to modelling using a variety of scenarios – “modest uplift”, “moderate uplift”, and “best case uplift” – for the Key Performance Indicators (KPIs) such as collections costs, bad debt savings and revenue increases.


Figure 7 - A simplified illustration of the components of the return on investment case

It is important that all of the key areas of decision control, with the consequent anticipated KPI improvement, are included in the benefits assessment, as well as including a properly researched and agreed set of development costs.

Following business case approval and agreement of the Business Rules Engine as a key infrastructure building block, the organisation can commence the vendor selection process via Requests for Information (RFI’s) or Requests for Proposals (RFP’s).

In new markets the assessment of Business Rules Engines will be simpler as there often are fewer constraints operating such as pre-existing systems. The situation for longer-established players is more complex with the need to replace and upgrade the existing infrastructure.


4.3 Replacing ageing or inadequate infrastructureLending organisations have a supply chain where the product is the credit or lending facility, and that supply chain is an agglomeration of the systems and processes. These may not be unified systems and may be less than optimal in their efficiency and effectiveness. An ageing, inadequate or inflexible decisioning process may have a considerable impact on the effectiveness of the supply chain.

For example, operational systems in the banking industry have developed over a period of time when technology was initially represented by mainframe applications. As the banks expanded internationally, they developed IT systems using newer technologies, developed in-house or locally – creating a requirement for local teams with country-specific knowledge.

Over time, and particularly with the proliferation of channels brought by new technology, banks have customised and patched legacy systems: leading to systems often being difficult and expensive to maintain.

“Orphan” systems are a particular problem as they may not be capable of modification, and often are no longer supported by the original vendor. Documentation may be sparse or non-existent. This poses problems for flexibility, and speed-to-market, and also to system management and operational risk issues such as disaster recovery procedures.

The benefits achievable from replacing ageing or obsolete business rule capabilities and replacing them with systems using the latest technology can be significant. It enables organisations to remove costs with more effective decision management as well as improving the opportunities to increase accounts booked, sales and income.

In making the decision to replace existing infrastructure the organisation should be asking key questions including:

1.What business reasons exist for replacing this system?

Profit or cost based benefitsTechnological drivers for system replacement e.g. replacing obsolete or ageing platformsOperational risk drivers for system replacement e.g. achieving a transformational shift in decisioning capabilities

2.What are the obstacles involved in replacing this system and what risks am I open to?3.How should I address these risks?4.Why should I be doing this now?5.How much will it cost and what will I gain?

All lending organisations need to have a clearly defined replacement strategy for their existing decisioning systems, particularly those which are known to be orphaned, ageing or obsolete.

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4.4 Enterprise-wide decision making Many organisations with multiple products have developed systems architectures for each product which are frequently quite different from each other, and which are not integrated.

Customer management systems are not integrated with origination systems; the loan portfolio team may not have any understanding of the same customer’s credit card performance.

In addition, each decision point for each product may use different decision making systems and technologies, with varying levels of capability.

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Disparate systems also mean higher IT maintenance and development costs.

The challenge for these businesses is to develop an all-encompassing decisioning solution which delivers richness of data and analytics through common technology platforms to achieve economies of scale. Although this is desirable in theoretical terms, in practice it can be difficult to achieve because of organisational, technological and resource hurdles.

However, the returns for businesses which are willing to rise to this challenge are substantial:

Deployment of a common technological and decisioning platform across the silos of the business (loans, cards, cheque accounts etc) and across decision points(collections, limits etc)

Leveraging data from across the business to arrive at a customer view of behaviour which is then used to drive more consistent decisions at both account and customer levelEconomies of scale in software purchase costs and internal maintenance costsPhasing out of existing technologies which risk becoming obsolete

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The returns for businesses which are willing to rise to the

challenge are substantial.

4.5 The challenge of the multiple market roll-outMulti-national organisations know that deploying common systems and processes across multiple markets can be a major problem. One of the key challenges facing such organisations is maintaining the balance between global and regional/country-specific solutions. Although it is desirable that common systems be employed across the business, there are many obstacles to overcome in achieving this.

At its best, a multiple country deployment should offer the benefits of centralised control, common system design and economies of scale, whilst also offering local customisation capabilities.

16 Driving profitability in Financial Services using Business Rules Engines

Local market requirements must be taken into account in deploying Business Rules Engines, for a number of important reasons:

Language and currency differencesCultural differencesPolicy and process differencesLegacy host system differencesVendor coverageLocal support capabilitiesRequirements and expectations of local market management

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The latter point in particular is important; if local management are to support the implementation of the new system, then they must be convinced that it has inherent benefits over the current approach. If the software is rigidly structured, without the ability to take into account local requirements, then the chances of successful adoption start to decrease.

A clear advantage in these situations is the employment of common host systems across markets, but it is frequently the case that these differ between markets. The Business Rules Engine should allow local customisation across different processing platforms, languages and currencies.

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Figure 8 - the dependencies which exist when trying to deploy common solutions across markets.


It is unlikely that all of an organisations’ local market requirements can be fitted into an initial system specification, and it may be necessary to consider novel solutions for creating the solution along modular lines.

Fig 9 - possible approaches for the implementation of a multiple country Business Rules Engine solution, ranging from a single global solution – either centralised, requiring data feeds from each market or a single design with local hosting - through to region-based solutions or a highly customised, country-by-country development.

The most desirable solution for multiple market roll-outs is to have a core solution, working with a common host system, with a limited degree of local market customisation plus local language capabilities.

However, in practice the disparate nature of processes and systems may mean more fundamental levels of customisation are required for each market, and these may need to be tackled on an individual basis.

Single solution with some local market customisation Country by country solution

Global solution Regional solution


5. Tactical uses of a BRE

Not all lending strategy changes which take place are planned, in the way that a structured plan of challenger strategy developments may be classed as elective.

In fact, many, if not most, strategy changes are reactionary rather than planned due to a number of reasons:

Legal and compliance – changes required to meet legislative or compliance changesIntroduction of new products or portfoliosTactical responses to major business issues (such as increases in bad debt levels), which require all lending policies to be changed quicklyResponses to operational issues, such as changes needed to meet the operational constraints of the collections department Senior management instructionsResponse to competitors’ offeringsRegular changes to meet general business requirements

In all of these cases, the ability of the business to respond quickly and accurately is paramount, if competitive advantage is not to be lost by hampering required and value adding changes.

Customer management revolves around operational processes. As with all operational environments, the environment can be dynamic, necessitating a timely and effective response.

Reactionary changes are frequently short-term in their immediate focus, requiring rapid, error-free execution. Reliance on hard-coded legacy systems can be a significant drag on the execution of these changes due to the need to write specifications, obtain resource and work to internally-defined standards of testing, deployment and change management.

A Business Rules Engine deployment can immediately improve response times to critical short term decision strategy changes:

The power of change can sit on the business user’s desktop rather than sitting with centralised IT functionsSimulation and testing functions embedded in the Business Rules Engine mean that changes to decision processes may be simulated for business impact and tested for accuracy and effectiveness before promoting to liveBusiness Rules Engines also may have the capability to create new decision variables or deploy new scorecards/strategies meaning that no additional IT resource is required to make these changes

The flexibility offered by a Business Rules Engine, which allows policy

and strategy changes to be deployed quickly and accurately without the need for extensive IT resource, can be a powerful tool in managing lending strategies effectively in a rapidly changing environment.

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6. Glossary of terms

Account AcquisitionThe process of acquiring customers by marketing campaigns (targeted) or “off the street” applications (un-targeted)

Account ManagementThe management of an account once it has been taken onto a company’s books. Typical areas of account management Credit Risk decision making include exposure management; transaction authorisations and collections/recoveries.

Account OriginationThe systems, processes and policies which are used to take a new customer onto an organisation’s books. This process will normally involve application input , bureau search, application of policy rules, scores and strategies.

Business Rules EngineA piece of software that enables business users to execute changes to business rules in decision making processes without recourse to internal IT resource.

Business Rules Management SystemA more all-encompassing description of a rules management system that incorporates rule repositories, rule maintenance, version control, data management and reporting capabilities.

Data MartA data mart is a specialized version of a data warehouse. Like data warehouses, data marts contain a snapshot of operational data that helps business people to strategise based on analyses of past trends and experiences. The key difference is that the creation of a data mart is predicated on a specific, predefined need for a certain grouping and configuration of select data. A data mart configuration emphasises easy access to relevant information. Decision AgentThe component of the BRE which executes scores, rules and strategies for customers and/or accounts, and feeds the results back to the Host Systems.

GUI (Graphical User Interface)A graphical user interface or GUI is a type of user interface which allows people to interact with a computer and computer-controlled devices. Instead of offering only text menus, or requiring typed commands: graphical icons, visual indicators or special graphical elements are presented. Often the icons are used in conjunction with text, labels or text navigation to fully represent the information and actions available to a user. The actions are usually performed through direct manipulation of the graphical elements.

This component of the BRE – typically software installed on a user’s desktop – is a available to the business user to define, test and simulate the impact of new business rules before promoting changes to the Decision Agent for implementation in the live environment.

Challenger StrategyA Customer Management strategy in the form of a decision tree or a set of business rules which has been designed with the objective of producing superior results to the pre-existing “Champion” strategy.

Champion StrategyThe existing business rules strategy in any particular area of Customer Management decision making.

Credit Life CycleDescribes the life cycle of an account from point of initial solicitation and the booking process through to the account management stage and eventual closure, dormancy or write-off and recovery.

Customer Level ManagementCustomer Level Management in the context of this paper indicates the aim of summarising all account relationships for a particular individual into a “Customer level view”, and to execute decisions at Customer rather than Account level.


Host SystemHost system is a general term used to describe any networked computer that provides services to other systems or users. These are pre-existing client systems used to handle account acquisition, origination or ongoing account management, and may also include underwriting systems and collections workflow systems.

Key Performance Indicators (KPI’s)Key statistics by which the performance of an account, a customer or a portfolio may be measured. Typical examples of KPI’s would include balances, delinquency levels, interest charges, fees etc.

Orphan SystemsAn orphan system is a business system supplied by a third party or, indeed, developed in-house, which is no longer being actively maintained by its original developer. The definition of an orphan system can also be extended to include systems on “essential maintenance only”, or systems originally championed by a business sponsor who has moved to a different part of the organisation, or who has left the organisation altogether.

Requests for Information (RFI’s)An RFI is a standard business process whose purpose is to collect written information about the capabilities of various suppliers. Normally it follows a format that can be used for comparative purposes.

Requests for Proposal (RFP’s)An RFP is an invitation for suppliers, through a bidding process, to submit a proposal on a specific commodity or service. The Request process brings structure to the procurement decision and allows the risks and benefits to be identified clearly upfront.

The RFP process is lengthier than a typical RFI process, so it is used only where its many advantages outweigh any disadvantages and delays caused. The added benefit of input from a broad spectrum of functional experts ensures that the solution chosen will suit the company’s requirements.

ROIIn finance, return on investment (ROI), or sometimes just return, is the ratio of money gained or lost on an investment relative to the amount of money invested.

ROI is the return on a past or current investment, or the estimated return on a future investment. ROI is usually given as a percentage rather than decimal value.

Strategy Development CycleA process which re-develops or re-engineers Customer Management decision strategies on a planned, regular basis, and which is informed by the performance of customers/accounts subject to management by the “business as usual” (or Champion) strategy.


7. About the author

John Worthington recently joined Experian Decision Analytics as a Senior Business Consultant within the Global Consulting Team, based in Nottingham.

John joined from Barclaycard, where he held roles as team leader in the Exposure Management and Underwriting Optimisation Teams.

Prior to his time at Barclaycard, John worked as an International Strategy Consultant at Fair Isaac, working primarily in the EMEA market in the Customer Management and Strategy Optimisation spaces.

John has also worked with Retail, Mail Order, Credit card and SME businesses in the EMEA region. John worked as Credit Development Manager at GUS Home Shopping for 9 years before joining Fair Isaac.

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8. About Experian

Experian is a global leader in providing information, analytical and marketing services to organisations and consumers to help manage the risk and reward of commercial and financial decisions.

Combining its unique information tools and deep understanding of individuals, markets and economies, Experian partners with organisations around the world to establish and strengthen customer relationships and provide their businesses with competitive advantage.

For consumers, Experian delivers critical information that enables them to make financial and purchasing decisions with greater control and confidence.Clients include organisations from financial services, retail and catalogue, telecommunications, utilities, media, insurance, automotive, leisure, e-commerce, manufacturing, property and government sectors.

Experian Group Limited is listed on the London Stock Exchange (EXPN) and is constituent of the FTSE 100 index. It has corporate headquarters in Dublin, Ireland, and operational headquarters in Costa Mesa, California and Nottingham, UK. Experian employs around 15,500 people in 36 countries worldwide, supporting clients in more than 65 countries. Annual sales are in excess of $3.8 billion (£1.9 billion/€2.8 billion).

For more information, visit the Group’s website on www.experiangroup.com.

The word ‘Experian’ is a registered trademark in the EU and other countries and is owned by Experian Ltd and/or its associated companies.

For more information, visit the company´s website on www.experian-da.com.

About Experian’s Decision Analytics divisionDecision Analytics is the international division of Experian specialising in providing credit risk and fraud management consulting services and products.

Over more than 30 years, it has developed its best practice analytical, consulting and product capabilities to support organisations to manage and optimise risk; prevent, detect and reduce fraud; meet regulatory obligations; and gain operational efficiencies throughout the customer relationship.

With clients in more than 60 countries and offices in more than 30, the decision analytics division of Experian delivers experience and expertise developed from working with national and international organisations around the world across a wide range of industries and business size.

www.experian-da.com

© Experian 2007. The word “EXPERIAN” and the graphical device are trade marks of Experian and/or its associated companies and may be registered in the EU, USA and other countries. The graphical device is a registered Community design in the EU. All rights reserved.

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