Did you know that 80% of all data migrations fail? Like any large project, data migration relies heavily on many variables. Successful data migration depends on attention to detail, no matter how small. Here are 3 items essential to a successful data migration: Conduct a Pre-Migration Impact Assessment to identify the necessary people, processes and technology needed. Ensure accurate, high-quality data to better streamline the migration process and optimize system functionality. Assemble the right team, including an experienced leader and business users, to ensure timely and on-budget completion. 35% of organizations plan to migrate data this year.   If you’re among them, use this checklist to create the right plan, timeline, budget, and team for success.

We live in a digital world where online identities are ubiquitous. But with the internet’s inherent anonymity, how do you know you’re interacting with a legitimate individual rather than an imposter? Too often we hear stories about consumers who see unauthorized purchases on their credit cards, enable access to their devices based on an imposter claiming to be a security vendor or send money to someone they met online only to learn they’ve been “catfished” by a fraudster. These are growing problems, as more consumers transition to digital services and look to businesses to protect them, enable seamless trusted interactions and maintain their privacy. I recently chatted with MarketWatch about how consumers can protect themselves and their privacy when using online dating apps, as well as what businesses are doing to safeguard digital data. As part of the discussion, I mentioned that a simple, standard verification process companies of all sizes can leverage is vital to our rapidly evolving digital economy. Today, companies have their own policies, processes and definitions of identity verification, depending on the services they offer. This ranges from secure access requiring strong identity proofing, document verification, multifactor authentication and biometric enrollment to new social profiles that do little more than validate receipt of an email to establish an online account. To satisfy those diverse risk-based needs, more organizations are turning to federated identity verification options. A federated system allows businesses to leverage trusted, reputable, third-party sources to validate identity by cross-referencing the information they’ve received from a consumer against these sources to determine whether to establish an account or allow a transaction. While some organizations have attempted to develop similar identity verification capabilities, many lack a trusted identity source. For example, there are solutions that leverage data from social media accounts or provide multifactor fraud and authentication options, but they often become easily compromised because of the absence of verifiable data. A trusted solution aggregates data across multiple providers that have undergone thorough security and data quality vetting to ensure the identity data is accurately submitted in accordance with business and compliance requirements. In fact, there are only a handful of trusted identity sources with this level of due diligence and oversight. At Experian, we assess verification requests against an aggregate of hundreds of millions of records that include identity relationships, profile risk attributes, historical usage records and demographic data assets. With decades of knowledge about identity management and fraud prevention, we help companies of all sizes balance risk mitigation and maintain compliance requirements — all while ensuring consumer data privacy. Trust takes years to build and mere seconds to lose, and the industry has made undeniable progress in security. But there is much left to do. Consumers are increasingly involved in the protection and use of their data. However, they often don’t realize downloading a hot new app and entering personal details or linking to their friends exposes them to unnecessary risk. It’s important for businesses to be clear about their identity verification processes so consumers can make educated decisions before electing to provide invaluable identity data. The most effective fraud prevention and identity strategy is one that quickly establishes trust without inconveniencing the consumer. By staying up to date on verification methods, businesses can ensure customers have a smooth, personalized and engaging online experience.

When a cybersecurity incident occurs, will your organization’s data breach response contribute to customer retention or undermine it? Multiple studies and surveys illustrate that how well a company supports consumers in the wake of a security event directly affects customers’ perceptions of and loyalty to the breached company. Consumers expect companies to help them manage the potential and real fallout of a data breach. Failing to do so can increase post-breach churn, whereas successfully helping consumers can equate to greater retention. In particular, offering monitoring services to customers affected by a cybersecurity incident could make the difference between retaining those customers and their good will, or losing them to the competition. Consumer impact Research by Experian Data Breach Resolution and our partners reveals how data breaches affect consumers: 76 percent of consumers who’ve experienced a data breach cite stress as the primary consequence. 39 percent cite the time they had to spend resolving problems caused by the breach as the worst consequence. Nearly half of those affected by a data breach feel it will put their identities at risk for years to come. Consumers want companies to step up after a breach and provide identity theft protection (63 percent), credit monitoring (58 percent) and even compensation in the form of cash, products or services (67 percent). Four out of every five consumers who received a data breach notification continued to do business with the company through which their information was compromised, but they didn’t necessarily stay because they were satisfied. Just 45 percent of consumers say they continued doing business with the company because they were happy with the way the company resolved the data breach. Instead, 67 percent said they stayed because going elsewhere was just too difficult, and 61 percent thought moving their business wouldn’t give them access to any greater security since data breaches are unavoidable. If you provide it… Even more compelling for the case in favor of offering post-breach monitoring services to affected consumers is this statistic from our research: Nearly three quarters (72 percent) of breached consumers take action after being notified of a breach, including updating their anti-virus software and reviewing online account activity or security policies. Twenty-nine percent accepted offers of free identity protection services. Consumers are increasingly aware that being caught up in a data breach can increase their risk of experiencing identity theft, either immediately following the event or in the future. They are willing to take steps to protect themselves, and they want breached companies to help them. Providing post-breach monitoring services can help protect consumers from the possibility of identity theft related to the breach, and help protect companies from the loss of business that can result when customers feel the organization hasn’t done enough to aid them. Learn more about our Data Breach services

  The economic expansion just passed the eight-year mark, and consumer credit defaults across mortgages, bankcards and auto loans are at pre–financial crisis levels. More specifically: The first-mortgage default rate dropped 4 basis points from May to 0.60%. The bankcard default rate experienced its first drop in 9 months, with a decrease of 4 basis points bringing it to 3.49%. Auto loan defaults decreased 3 basis points from the previous month to 0.82%. With inflation at 1% to 2%, debt service levels close to record lows, and disposable income increasing and supporting spending growth, consumers are in good financial shape nationally. Lenders should take this opportunity to review and adjust their acquisition strategies accordingly. Can your originations platform capitalize on this?

Create a better consumer experience during the debt collection process When most people think about debt collection, unpleasant images may come to mind, like relentless phone calls or collections notices. Whatever the case may be, the collections process often ends in a less than desirable experience for consumers. And, quite frankly, it needs to change. Steve Platt, Experian’s Group President of Decision Analytics, recently spoke with American Banker regarding how banks and other financial institutions can create a better consumer experience during the debt collection process. While balancing consumer needs and managing rising delinquencies can be a complex challenge, Steve conveyed that the technology and analytics exist to simplify the process. As an industry, we’re at a point where customer acquisition costs far exceed the costs to nurture existing customers through the entire life-cycle - from application to repayment. So, suffice to say, lenders need to rethink how they engage and communicate with their customers. Technology to the rescue Luckily, we live in an era where troves and troves of data are made available every day. We just need to help lenders leverage it to its fullest extent. For example, the right data and technology can help answer questions, such as: What’s the most effective communication channel to reach a customer? When should you contact them? How often? There isn’t a one-size-fits-all approach to debt collection. Each customer is different. Each has their own unique situation. Effective debt collection is about knowing the difference between a customer who has simply forgotten to pay and those who may be struggling financially, and communicating with them accordingly. Go digital Part of knowing how to engage consumers is also understanding we live in a digital world. We perform many of our daily tasks through our mobile devices, desktops or tablets. So, it would make sense for lenders to help their customers manage their past-due accounts virtually. Imagine being able to negotiate payment dates and terms from the privacy of your own home. It just so happens that technology can make this a reality. At the end of the day, the customer needs to be at the heart of the collections strategy. Each customer needs to be communicated with on a case-by-case basis depending on their unique circumstances. The resources exist to make customers feel like individuals, rather than numbers in a spreadsheet. And the lenders that appeal to the customer’s experience will see lower charge-offs and higher customer retention.

Many institutions take a “leap of faith” when it comes to developing prospecting strategies as it pertains to credit marketing. But effective strategies are developed from deep, analytical analysis with clearly identified objectives. They are constantly evolving – no setting and forgetting. So what are the basics to optimizing your prospecting efforts? Establish goals Unfortunately, far too many discussions begin with establishing targeting criteria before program goals are set. But this leads to confusion. Developing targeting criteria is kind of like squeezing a balloon; when you restrict one end, the other tends to expand. Imagine the effect of maximizing response rates when soliciting new loans. If no other criteria are considered, you could end up targeting high-risk individuals who cannot get approved elsewhere. Obviously, we’re not interested in increasing originations at all cost; risk must be understood as well. But this is where things get complicated. Lower-risk consumers tend to be the most coveted, get the best offers, and therefore have lower response rates and margins. Simplicity is best              The US Navy developed the KISS acronym (keep it simple, stupid) in the 1960s on the philosophy that complexity increases the probability of error. This is largely true in targeting methodologies, but don’t mistake limiting complexity for simplicity. Perhaps the most simplistic approach to prescreen credit marketing is using only risk criteria to set an eligible population. Breaking a problem down to this single dimension generally results in low response rates and wasted budget. Propensity models and estimated interest rates are great tools for identifying consumers that are more likely to respond. Adding them as an additional filter to a credit-qualified population can help increase response rates. But what about ability to pay? So far we’ve considered propensity to open and risk (the latter being based on current financial obligations). Imagine a consumer with on-time payment behavior and a solid credit score who takes a loan only to be unable to meet their obligations. You certainly don’t want to extend debt that will cause a consumer to be overextended. Instead of going through costly income verification, income estimation models can assist with identifying the ability to repay the loan you are marketing. Simplicity is great, but not to the point of being one-dimensional. Take off the blindfold Even in the days of smartphones and GPS navigation, most people develop a plan before setting off on a road trip. In the case of credit marketing, this means running an account review or archive analysis. Remember that last prescreen campaign you ran? What could have happened with a more sophisticated targeting strategy? Having archive data appended to a past marketing campaign allows for “what if” retrospective analysis. What could response rates have been with a propensity tool? Could declines due to insufficient income have been reduced with estimated income? Archive data gives 20/20 hindsight to what could have been. Just like consulting a map to determine the shortest distance to a destination or the most scenic route, retrospective analysis on past campaigns allows for proactive planning for future efforts. Practice makes perfect Even with a plan, you probably still want to have the GPS running. Traffic could block your planned route or an unforeseen detour could divert you to a new path. Targeting strategies must continually be refined and monitored for changes in customer behavior. Test and control groups are essential to continued improvement of your targeting strategies. Every campaign should be analyzed against the goals and KPIs established at the start of the process. New hypotheses can be evaluated through test populations or small groups designed to identify new opportunities. Let’s say you typically target consumers in a risk range of 650-720, but an analyst spots an opportunity where consumers with a range of 625-649 with no delinquencies in the past 12 months performs nearly at the rate of the current population. A small test group could be included in the next campaign and studied to see if it should be expanded in future campaigns. Never “place bets” Assumptions are only valid when they are put to the test. Never dive into a strategy without testing your hypothesis. The final step in implementing a targeting strategy should be the easiest. If goals are clearly understood and prioritized, past campaigns are analyzed, and hypotheses are laid out with test and control groups, the targeting criteria should be obvious to everyone. Unfortunately, the conversation usually starts at this phase, which is akin to placing bets at the track. Ever notice that score breaks are discussed in round numbers? Consider the example of the 650-720 range. Why 650 and not 649 or 651? Without a test and learn methodology, targeting criteria ends up based on conventional wisdom – or worse, a guess. As you approach strategic planning season, make sure you run down these steps (in this order) to ensure success next year. Establish program goals and KPIs Balance simplicity with effectiveness Have a plan before you start Begin with an archive Learn and optimize In God we trust, all others bring data

Historical data that illustrates lower credit card use and increases in payments is key to finding consumers whose credit trajectory is improving. But positive changes in consumer behavior—especially if it happens slowly over time—don’t necessarily impact a consumer’s credit score. And many lenders are missing out on capturing new business by failing to take a closer look. It’s easy to categorize consumers by their credit score alone, but you owe it to your bottom line to investigate further: Are the consumer’s overall payments increasing? Is his credit card utilization decreasing? Are the overall card balances remaining consistent or declining? Could the consumer be within your credit score guidelines within a month or two? And most importantly, could a competitor acquire the consumer a month or two after you declined him? Identifying new customers who previously used credit responsibly is relatively easy since they typically have rich credit profiles that may include a mortgage and numerous types of credit accounts. But how do you evaluate consumers who may look identical? Trended data and attributes provide insight into whether a consumer is headed in the right direction:   With more than 613 trended attributes available for real-time decisioning and for batch campaigns, Experian trends key factors that provide the insight needed for lenders to lend deeper without sacrificing credit quality. Looking at trended data and attributes is critical for portfolio growth, and credit line increases based on good credit behavior is a must for lenders for two reasons. First, you’ve already spent the money acquiring the consumer and you should not waste the opportunity to maximize returns. Second, competition is fierce; another lender could reward the consumer for great credit behavior they’ve displayed with your company. Be there first, be consistent, or be left behind. Use Experian’s Payment Stress Attributes and Short-term Utilization Attributes in custom scores or swap-set strategies in order to find quality customers who may be worthy of line increases or other attribute credit terms.  Look to trended data to swap in consumers who may fall within a few points under your credit score guidelines, and reward your existing customers before another lender does. Near-prime consumers of today are the prime consumers of tomorrow.

1 in 10 Americans are living paycheck to paycheck Financial health means more than just having a great credit score or money in a savings account. It includes being able to manage daily finances, save for the future and weather a financial shock. Here are some facts about Americans’ financial health: 46% of Americans are struggling financially. Roughly 31% of nonretired adults have no retirement savings or pension. Approximately 50% are unprepared for a financial emergency, and about 1 in 5 have no savings set aside to cover unexpected emergencies. It’s never too late for people to achieve financial health. By providing education on money management, you can drive new opportunities for increased engagement, loyalty and long-term revenue streams. Why financial health matters >

A combination of mass identity data compromise and the increasing abilities of organized fraud rings has created a synthetic identity epidemic that is impacting all markets. Here are the three ways that synthetic identities are generally created: Credit applications and inquiries that result in synthetic credit profile creation or build. Exploitation of the authorized user process designed to take over or piggyback on legitimate credit profiles. Data furnishing schemes that falsify regular credit reporting agency updates. When it comes to fighting synthetic fraud, we all need to be a part of the solution – or we are just a part of the problem. Mitigate synthetic identity fraud >

School’s out, and graduation brings excitement, anticipation and bills. Oh, boy, here come the student loans. Are graduates ready for the bills? Even before they have a job lined up? With lots of attention from the media, I was interested in analyzing student loan debt to see if this is a true issue or just a headline grab. There’s no shortage of headlines alluding to a student loan crisis: “How student loans are crushing millennial entrepreneurialism” “Student loan debt in 2017: A $1.3 trillion crisis” “Why the student loan crisis is even worse than people think” Certainly sounds like a crisis. However, I’m a data guy, so let’s look at the data. Pulling from our data, I analyzed student loan trades for the last four years starting with outstanding debt — which grew 21 percent since 2013 to reach a high of $1.49 trillion in the fourth quarter of 2016. I then drilled down and looked at just student loan trades. Created with Highstock 5.0.7Total Number of Student Loans TradesStudent Loan Total TradesNumber of trades in millions174,961,380174,961,380182,125,450182,125,450184,229,650184,229,650181,228,130181,228,130Q4 2013Q4 2014Q4 2015Q4 2016025M50M75M100M125M150M175M200MSource: Experian (function(){ function include(script, next) {var sc=document.createElement("script");sc.src = script;sc.type="text/javascript";sc.onload=function() {if (++next < incl.length) include(incl[next], next);};document.head.appendChild(sc);}function each(a, fn){if (typeof a.forEach !== "undefined"){a.forEach(fn);}else{for (var i = 0; i < a.length; i++){if (fn) {fn(a[i]);}}}}var inc = {},incl=[]; each(document.querySelectorAll("script"), function(t) {inc[t.src.substr(0, t.src.indexOf("?"))] = 1;});each(Object.keys({"https://code.highcharts.com/stock/highstock.js":1,"https://code.highcharts.com/adapters/standalone-framework.js":1,"https://code.highcharts.com/highcharts-more.js":1,"https://code.highcharts.com/highcharts-3d.js":1,"https://code.highcharts.com/modules/data.js":1,"https://code.highcharts.com/modules/exporting.js":1,"http://code.highcharts.com/modules/funnel.js":1,"http://code.highcharts.com/modules/solid-gauge.js":1}),function (k){if (!inc[k]) {incl.push(k)}});if (incl.length > 0) { include(incl[0], 0); } function cl() {if(typeof window["Highcharts"] !== "undefined"){new Highcharts.Chart("highcharts-79eb8e0a-4aa9-404c-bc5f-7da876c38b0f", {"chart":{"type":"column","inverted":true,"polar":false,"style":{"fontFamily":"Arial","color":"#333","fontSize":"12px","fontWeight":"normal","fontStyle":"normal"}},"plotOptions":{"series":{"dataLabels":{"enabled":true},"animation":true}},"title":{"text":"Student Loan Total Trades","style":{"fontFamily":"Arial","color":"#333333","fontSize":"18px","fontWeight":"bold","fontStyle":"normal","fill":"#333333","width":"792px"}},"subtitle":{"text":"","style":{"fontFamily":"Arial","color":"#666666","fontSize":"16px","fontWeight":"normal","fontStyle":"normal","fill":"#666666","width":"792px"}},"exporting":{},"yAxis":[{"title":{"text":"Number of trades in millions","style":{"fontFamily":"Arial","color":"#666666","fontSize":"16px","fontWeight":"normal","fontStyle":"normal"}},"labels":{"format":""},"type":"linear"}],"xAxis":[{"title":{"style":{"fontFamily":"Arial","color":"#666666","fontSize":"16px","fontWeight":"normal","fontStyle":"normal"},"text":""},"reversed":true,"labels":{"format":"{value:}"},"type":"linear"}],"series":[{"data":[["Total Student Loans",174961380]],"name":"Q4 2013","turboThreshold":0,"_colorIndex":0,"_symbolIndex":0},{"data":[["Total Student Loans",182125450]],"name":"Q4 2014","turboThreshold":0,"_colorIndex":1,"_symbolIndex":1},{"data":[["Total Student Loans",184229650]],"name":"Q4 2015","turboThreshold":0,"_colorIndex":2,"_symbolIndex":2},{"data":[["Total Student Loans",181228130]],"name":"Q4 2016","turboThreshold":0,"_colorIndex":3,"_symbolIndex":3}],"colors":["#26478d","#406eb3","#632678","#982881"],"legend":{"itemStyle":{"fontFamily":"Arial","color":"#333333","fontSize":"12px","fontWeight":"normal","fontStyle":"normal","cursor":"pointer"},"itemHiddenStyle":{"fontFamily":"Arial","color":"#cccccc","fontSize":"18px","fontWeight":"normal","fontStyle":"normal"},"layout":"horizontal","floating":false,"verticalAlign":"bottom","x":0,"align":"center","y":0},"credits":{"text":"Source: Experian"}});}else window.setTimeout(cl, 20);}cl();})(); Over the past four years, student loan trades grew 4 percent, but saw a slight decline between 2015 and 2016. The number of trades isn’t growing as fast as the amount of money that people need. The average balance per trade grew 17 percent to $8,210. Either people are not saving enough for college or the price of school is outpacing the amount people are saving. I shifted the data and looked at the individual consumer rather than the trade level. Created with Highstock 5.0.7Student Loan Average Balance per Trade4.044.043.933.933.893.893.853.85Q4 2013Q4 2014Q4 2015Q4 201600.511.522.533.544.5Source: Experian (function(){ function include(script, next) {var sc=document.createElement("script");sc.src = script;sc.type="text/javascript";sc.onload=function() {if (++next < incl.length) include(incl[next], next);};document.head.appendChild(sc);}function each(a, fn){if (typeof a.forEach !== "undefined"){a.forEach(fn);}else{for (var i = 0; i < a.length; i++){if (fn) {fn(a[i]);}}}}var inc = {},incl=[]; each(document.querySelectorAll("script"), function(t) {inc[t.src.substr(0, t.src.indexOf("?"))] = 1;});each(Object.keys({"https://code.highcharts.com/stock/highstock.js":1,"https://code.highcharts.com/adapters/standalone-framework.js":1,"https://code.highcharts.com/highcharts-more.js":1,"https://code.highcharts.com/highcharts-3d.js":1,"https://code.highcharts.com/modules/data.js":1,"https://code.highcharts.com/modules/exporting.js":1,"http://code.highcharts.com/modules/funnel.js":1,"http://code.highcharts.com/modules/solid-gauge.js":1}),function (k){if (!inc[k]) {incl.push(k)}});if (incl.length > 0) { include(incl[0], 0); } function cl() {if(typeof window["Highcharts"] !== "undefined"){new Highcharts.Chart("highcharts-66c10c16-1925-40d2-918f-51214e2150cf", {"chart":{"type":"column","polar":false,"style":{"fontFamily":"Arial","color":"#333","fontSize":"12px","fontWeight":"normal","fontStyle":"normal"},"inverted":true},"plotOptions":{"series":{"dataLabels":{"enabled":true},"animation":true}},"title":{"text":"Student Loan Average Number of Trades per Consumer","style":{"fontFamily":"Arial","color":"#333333","fontSize":"18px","fontWeight":"bold","fontStyle":"normal","fill":"#333333","width":"356px"}},"subtitle":{"text":"","style":{"fontFamily":"Arial","color":"#666666","fontSize":"16px","fontWeight":"normal","fontStyle":"normal","fill":"#666666","width":"356px"}},"exporting":{},"yAxis":[{"title":{"text":"","style":{"fontFamily":"Arial","color":"#666666","fontSize":"14px","fontWeight":"normal","fontStyle":"normal"}},"type":"linear","labels":{"format":"{value}"}}],"xAxis":[{"title":{"style":{"fontFamily":"Arial","color":"#666666","fontSize":"14px","fontWeight":"normal","fontStyle":"normal"}},"type":"linear","labels":{"format":"{}"}}],"colors":["#26478d","#406eb3","#632678","#982881","#ba2f7d"],"series":[{"data":[["Average Trades per Consumer",4.04]],"name":"Q4 2013","turboThreshold":0,"_colorIndex":0},{"data":[["Average Trade per Consumer",3.93]],"name":"Q4 2014","turboThreshold":0,"_colorIndex":1},{"data":[["Average Trade per Consumer",3.89]],"name":"Q4 2015","turboThreshold":0,"_colorIndex":2},{"data":[["Average Trades per Consumer",3.85]],"name":"Q4 2016","turboThreshold":0,"_colorIndex":3}],"legend":{"floating":false,"itemStyle":{"fontFamily":"Arial","color":"#333333","fontSize":"12px","fontWeight":"bold","fontStyle":"normal","cursor":"pointer"},"itemHiddenStyle":{"fontFamily":"Arial","color":"#cccccc","fontSize":"18px","fontWeight":"normal","fontStyle":"normal"},"layout":"horizontal"},"credits":{"text":"Source: Experian"}});}else window.setTimeout(cl, 20);}cl();})(); The number of overall student loan trades per consumer is down to 3.85, a decrease of 5 percent over the last four years. This is explained by an increase in loan consolidations as well as the better planning by students so that they don’t have to take more student loans in the same year. Lastly, I looked at the average balance per consumer. This is the amount that consumers, on average, owe for their student loan trades. Created with Highstock 5.0.7Balance in thousands ($)Quarterly $USD Debt per ConsumerQ4 Student Loan TrendsAverage Student Loan Debt Balance per Consumer27,93427,93429,22629,22630,52330,52332,06132,061Q4 2013Q4 2014Q4 2015Q4 201605,00010,00015,00020,00025,00030,00035,000Source: Experian (function(){ function include(script, next) {var sc=document.createElement("script");sc.src = script;sc.type="text/javascript";sc.onload=function() {if (++next < incl.length) include(incl[next], next);};document.head.appendChild(sc);}function each(a, fn){if (typeof a.forEach !== "undefined"){a.forEach(fn);}else{for (var i = 0; i < a.length; i++){if (fn) {fn(a[i]);}}}}var inc = {},incl=[]; each(document.querySelectorAll("script"), function(t) {inc[t.src.substr(0, t.src.indexOf("?"))] = 1;});each(Object.keys({"https://code.highcharts.com/stock/highstock.js":1,"https://code.highcharts.com/adapters/standalone-framework.js":1,"https://code.highcharts.com/highcharts-more.js":1,"https://code.highcharts.com/highcharts-3d.js":1,"https://code.highcharts.com/modules/data.js":1,"https://code.highcharts.com/modules/exporting.js":1,"http://code.highcharts.com/modules/funnel.js":1,"http://code.highcharts.com/modules/solid-gauge.js":1}),function (k){if (!inc[k]) {incl.push(k)}});if (incl.length > 0) { include(incl[0], 0); } function cl() {if(typeof window["Highcharts"] !== "undefined"){Highcharts.setOptions({lang:{"thousandsSep":","}});new Highcharts.Chart("highcharts-0b893a55-8019-4f1a-9ae1-70962e668355", {"chart":{"type":"column","inverted":true,"polar":false,"style":{"fontFamily":"Arial","color":"#333","fontSize":"12px","fontWeight":"normal","fontStyle":"normal"}},"plotOptions":{"series":{"dataLabels":{"enabled":true},"animation":true}},"title":{"text":"Average Student Loan Balance per Consumer","style":{"fontFamily":"Arial","color":"#333333","fontSize":"18px","fontWeight":"bold","fontStyle":"normal","fill":"#333333","width":"308px"}},"subtitle":{"text":"","style":{"fontFamily":"Arial","color":"#666666","fontSize":"16px","fontWeight":"normal","fontStyle":"normal","fill":"#666666","width":"792px"}},"exporting":{},"yAxis":[{"title":{"text":"Balance numbers are in thousands ($)","style":{"fontFamily":"Arial","color":"#666666","fontSize":"16px","fontWeight":"normal","fontStyle":"normal"}},"labels":{"format":"{value:,1f}"},"reversed":false}],"xAxis":[{"title":{"style":{"fontFamily":"Arial","color":"#666666","fontSize":"16px","fontWeight":"normal","fontStyle":"normal"},"text":"Balance in thousands ($)"},"labels":{"format":"{value:}"},"type":"linear","reversed":true,"opposite":false}],"series":[{"data":[["Average Balance per Consumer",27934]],"name":"Q4 2013","turboThreshold":0,"_colorIndex":0},{"data":[["Average Balance per Consumer",29226]],"name":"Q4 2014","turboThreshold":0,"_colorIndex":1},{"data":[["Average Balance per Consumer",30523]],"name":"Q4 2015","turboThreshold":0,"_colorIndex":2},{"data":[["Average Balance per Consumer",32061]],"name":"Q4 2016","turboThreshold":0,"_colorIndex":3}],"colors":["#26478d","#406eb3","#632678","#982881"],"legend":{"itemStyle":{"fontFamily":"Arial","color":"#333333","fontSize":"12px","fontWeight":"bold","fontStyle":"normal","cursor":"pointer"},"itemHiddenStyle":{"fontFamily":"Arial","color":"#cccccc","fontSize":"18px","fontWeight":"normal","fontStyle":"normal"}},"lang":{"thousandsSep":","},"credits":{"text":"Source: Experian"}});}else window.setTimeout(cl, 20);}cl();})(); Here we see a growth of 15 percent over the last four years. At the end of 2016, the average person with a student loan balance had just over $32,000 outstanding. While this is a large increase, we should compare it with other purchases: This balance is no more than a person purchasing a brand-new car without a down payment. While we’re seeing an increase in overall outstanding debt and individual loan balances, I’m not yet agreeing that this is the crisis the media portrays. If students are educated about the debt that they’re taking out and making sure that they’re able to repay it, the student loan market is performing as it should. It’s our job to help educate students and their families about making good financial decisions. These discussions need to be had before debt is taken out, so it’s not a shock to the student upon graduation.

There’s a new crew coming of age. Enter Generation Z. Gen Z — those born between the mid-1990s and the early 2000s — makes up one-quarter of the U.S. population. By 2020, they’ll account for 40% of all consumers. The oldest members of this next cohort — 18- to 20-year-olds — are coming of age. Here are some insights on how this initial segment of Gen Z is beginning to use credit. Credit scores averaged 631 in 2016. Debt levels — consisting largely of bankcards and auto and student loans — are low, with an average debt-to-income ratio of just 5.7%. Average income is $33,800. This generation is being raised in an era of instant, always-on access. They expect a quick, seamless and customized mobile experience. You have just 8 seconds to capture their attention. Webinar: A First Look at Gen Z and Credit

In March 2015, Experian, Equifax and Trans Union announced an agreement to enhance collecting accurate consumer information and providing consumers with a better experience interacting with the National Credit Reporting Agencies (CRA’s) about their credit reports, through the National Consumer Assistance Plan (NCAP). Since then, a series of mandatory updates to data reporting and collections procedures have been announced and implemented. Have you made the required changes and are you prepared for the next implementation? Understanding how these changes affect your business and reporting processes can be difficult to navigate. Some of these changes affect all data furnishers while others are relevant to collection agencies and debt buyers only. Here’s what you need to know: What’s coming up that ALL consumer data furnishers need to know? Effective Sept. 15, 2017, new requirements for reporting personally identifiable information will be in place. This new minimum standard will apply to accounts reported with a date opened after Sept. 15, 2017 and must be included for the CRAs to accept these records for processing. Following the Metro 2® Format, furnishers must report: Full name (First, middle or middle initial (if available), last and generation code/ suffix) Address Full Social Security Number (If full Social Security Number is not available, full Date of Birth (mmddyyyy) will be required) Date of birth (mmddyyyy) As of Feb. 1, 2018, consumer data will no longer be accepted by the CRAs in the older MetroTM format. Prior to the effective date you will need to take the necessary action to ensure that your organization will convert to the Metro 2® Format. You can access information about the Metro 2® Format on the Consumer Data Industry Association website. Should you have any questions about your Experian conversion, we’re here to help, contact us at Experian Experian_Metro2_Conv@experian.com Do you report Authorized User trades? Effective Sept. 15, 2017 you must report the full date of birth for newly added authorized users on all pre-existing and newly opened accounts. If you are a collection agency or debt buyer, the following changes are ALSO applicable to your business: As of Sept. 15, 2017, you will need to stop reporting medical debt collection accounts until they are at least 180 days past the date of first delinquency with the original creditor and delete any accounts that are being paid by insurance or paid in full through insurance. Effective Sept. 1, 2016, you must report a full file monthly. This means reporting all accounts monthly, including open collection accounts, collection accounts paid in full, and accounts requiring deletion or correction. In June 2016, the CRA’s agreed to adopt a certain industry standard with respect to the reporting of debts that did not arise from a contract or agreement to pay. Experian’s policy even prior to June 2016 is not to accept any data that falls outside of a contract or agreement to pay including, but not limited to, certain fines, tickets, and other assessments. For example, library fees or fines, parking tickets, speeding tickets, and court fees or fines. Also, the name of the Original Creditor and Creditor Classification Code became requirements to include in all reporting per the Metro 2® Format. These changes are important to the quality of our data and ultimately provide a positive impact to the consumer and your business. Are you prepared?

The State of Credit Unions 2017 In the financial services universe, there is no shortage of players battling for consumer attention and share of wallet. Here’s a look at how one player — credit unions — has fared over the past two years compared to banks and online lenders: Personal loans grew 2%, but online lenders and finance companies still own 51% of this market. Card originations at credit unions increased 18%, with total credit limits on newly originated cards approaching $100 billion in Q1 2017. Mortgage market share rose 7% for credit unions, while banks lost share to online lenders. Auto originations increased 25% for credit unions to 1.93 million accounts in Q1 2017. Whether your organization is a credit union, a financial institution or an online lender, a “service first” mentality is essential for success in this highly competitive market. The State of Credit Unions 2017

Most companies aren’t prepared to respond to a global data breach, and aren’t yet ready to comply with the European Union’s General Data Protection Regulation (GDPR), even though it takes effect in less than a year, according to the latest Ponemon Institute report sponsored by Experian® Data Breach Resolution. Nearly a third of the 588 information security and compliance professionals interviewed for the survey said their organizations had no global incident response plan in place, and 38 percent have a single plan that’s applied around the world. Just 27 percent reported having separate plans at the country or regional level, but even those who had a plan weren’t confident about its efficacy. The global scope of data breaches The number of data breaches reached a record high in 2016 — 4,149 incidents in 102 countries around the world exposed more than 4.2 billion records, according to cybersecurity company Risk Based Security. Ponemon’s survey underscores the scope of global data breaches; 51 percent of respondents reported their companies experienced a global data breach in the past five years, and 56 percent of breached companies had more than one incident. When the GDPR goes into effect in May 2018, any company that processes and/or holds the personal data of European Union consumers will be required to comply with the regulation, regardless of where the company is located. Failure to comply can lead to fines ranging from 2 percent to 4 percent of a company’s annual global turnover. Despite the escalating risks of falling victim to a global data breach and the possible repercussions of not complying with the GDPR, Ponemon’s survey shows a widespread lack of preparedness among companies. Levels of unpreparedness When it comes to preventing and responding to a global data breach, and ensuring they comply with the GDPR’s strict notification rules, many survey respondents expressed significant shortfalls in preparedness: Outdated and inadequate security solutions would hinder the ability of 49 percent to cope with a global data breach. Just 40 percent of respondents felt confident their organizations’ security technologies would adequately protect information assets and IT infrastructures overseas, and only 39 percent said they had the right policies and procedures to do so. Slightly more than a third thought their companies could successfully manage cultural differences and privacy and data security expectations in different areas of the world. A majority of respondents (89 percent) predicted the GDPR will significantly affect their data protection practices, and 69 percent felt non-compliance would hinder their companies’ ability to do business globally. Yet only a quarter said their companies were ready to comply with the new regulation. While most understand GDPR is something they need to worry about, many aren’t sure what to do. The survey reveals some companies may be feeling desperate enough about the looming regulation to take drastic measures; 34 percent said their preparations include closing operations in countries with high non-compliance rates. Timely notification of regulators and EU citizens affected by a data breach is a key component of the GDPR, yet the majority of our survey respondents (69 percent) said they would have trouble meeting the time limitations. The GDPR requires breached companies to notify regulators within 72 hours of discovering a breach, and affected consumers “without undue delay.” Half of our survey respondents said they experienced a global breach that required notification of victims. Only 10 percent were able to do so within the GDPR’s 72-hour window; 38 percent reported notification took two to five months to complete. Obstacles to preparedness The years-long evolution of the GDPR, which will replace older regulations, is evidence that world governments are taking data breach risks seriously. Unfortunately, our study indicates not all C-suite decision-makers are as concerned about global data breach risks as they should be and their antipathy is impairing their organizations’ ability to prepare for a global data breach. While the security professionals surveyed cited high-volume breaches (65 percent) and breaches involving high-value information (50 percent) as the data risks that concern them the most, only 30 percent said their organization’s C-suite was fully aware of the company’s compliance status. Further, just 38 percent said their executives viewed global data regulations as a top priority. Technology limitations and lack of executive support are significant obstacles to preparedness and compliance, but they’re not the only ones. Additionally, survey respondents cited: Reluctance to make needed comprehensive changes in business practices (60 percent) Not enough budget to hire staff (37 percent) Unrealistic demands from regulators/regulations (35 percent) Not enough money for appropriate security technology (34 percent) Lack of knowledge about global data breach response (29 percent) What companies must do Some survey respondents indicated their organizations are taking the right steps toward preparedness and compliance. They are putting in place security technologies to quickly detect a data breach (48 percent), have tested and proven response plans (44 percent), can quickly identify whether a breach will require notification (15 percent) and are prepared to notify regulators within 72 hours of breach discovery (13 percent). However, many organizations could be doing more to prepare for a global data breach and to comply with the GDPR. Global data breach risks continue to increase in number, scope and impact, and the potential loss of business and financial impact of a breach could prove catastrophic for affected companies. With less than a year to go until the GDPR takes effect, any company that conducts business internationally needs to act now to ensure it will be ready to deal with a global data breach when it occurs. Learn more about our Data Breach solutions

Financial health means more than just having a great credit score or money in a savings account. Although those things are good indicators of financial well-being, personal finance experts believe that financial health means more: being able to manage daily finances, save for the future and weather a financial shock, such as a job loss. As we approach #FinHealthMatters Day on June 27—a day created to bring attention to the 46 percent of Americans who are struggling financially—let’s take a look at financial health trends of Americans. Young adults not actively saving for retirement: Roughly 31% of non-retired adults have no retirement savings or a pension, according to a survey by the Federal Reserve. Nearly half of 18- to 29-year-olds surveyed had no retirement savings or pension, and about 75% of non-retired people 45 and older had some savings. Still, about 14% of adults 60 or older who are not retired and employed had no retirement savings, according to the report. Managing daily finances a challenge for many: Living paycheck to paycheck is a reality for about 1 in 10 Americans (11%), who say they spend more on monthly expenses than their household income allows, according to a Harris Poll. Of those surveyed, about one-third (32%) say they just make ends meet. Most lack an emergency fund: About 50% of people are unprepared for a financial emergency. Nearly 1 in 5 (19%) Americans have no savings set aside to cover unexpected emergencies, while about 1 in 3 (31%) Americans don’t have $500 reserved for an unexpected emergency expense, according to a survey released by HomeServe USA, a home repair service. Renewed focus on personal savings: On a positive note, Americans are sharpening their focus on personal savings, with slight increases among those who say they are saving more than last year (26% in 2017 vs. 24% in 2016). And the portion of those contributing income toward non-retirement savings has returned to its 2013 level of 69%. The good news is it’s never too late for people to achieve financial health. To do so, they need guidance to develop financial routines that build long-term resilience and opportunity. Promoting financial health is good for the financial services industry, as financially healthy consumers drive new opportunities for increased engagement, loyalty, and long-term revenue streams. We invite you to join the conversation and contribute your support and ideas for a healthier future.