Three Things an Identity Fraud Platform Needs
Enterprises need an identity fraud solution that meets the dynamic challenges of digital maturation, threat landscape and emerging authentication data.
Identity fraud is a significant risk to your business; expense, customer satisfaction and brand reputation are all at risk. More than 1 billion records are stolen annually, causing financial institutions to shift their posture and assume ALL customer and prospect data is potentially exposed.
The impact on customers is sobering: Almost 20% of US adults report that their identity has definitely been used by a criminal to open an account. The financial impact is significant: Consumers lost more than $16B to identity theft (application and account take-over) in 2016, and annual first-party fraud losses, including synthetic ID fraud, for U.S. lenders is now estimated to be up to $10 billion.
Best-in-class identity fraud approaches require a frictionless customer authentication experience, so deploying authentication and identity management controls requires thoughtful navigation. Some 48% of US adults expect that they can prove their identity online when they set up an online account, but more than 1 in 3 will immediately terminate the relationship if a fraud event is not handled well. The impact is real and you need to have an engineered response to identity risk.
Identity Fraud - Beyond Point Solutions
Every week there are more and more providers entering the financial crime intelligence marketplace. They produce APIs and capabilities to validate different aspects of both physical and digital identities. These providers and solutions range across various categories including:- Digital-based authentication information, such as:
- Bureau data
- Negative list
- Device profiling
- Geolocation
- Email profiling
- Biometrics
- Social media data
- Call/IVR-based verification data, such as:
- ANI spoofing
- Negative lists
- Line and device scoring
- 3DS protocols for CNP
- POS, in-person and ATM-based data.
When considering any point solution, you should be asking:
- Which of these can be deployed quickly and how can we add/remove suppliers with minimal delay to our business functions?
- Each data element has an expense. How much of these data sources do we need? Do we need all this data all the time for every authentication interaction? How do we only pay for the data that adds value to our approach?
- How do we know if adding a new data sources/validation will increase our performance?
- How do we derive context from the various external suppliers and our own data?
Three Key Capabilities for Identity Fraud
When you take a more strategic approach to managing identity authentication, you need a platform that enables you to:- Establish omni-channel awareness
- Efficiently manage existing and emerging authentication data
For example, a platform that can leverage internal data in concert with third-party data means that you can balance risk appetite with cost. There is no need to pull expensive external ID verification and authentication data when you may already have the answer in-house. When decisions need to be made, the capability to flexibly vet and match known fraud and other third-party data authentication in real time is a must.
- Manage the complete customer-lifecycle
A scalable, straightforward identity fraud solution that rapidly and flexibly orchestrates the mountains of authentication information is mandatory for today’s digital banks. Organizations experiencing growth in origination and account take-over threats need a more strategic approach to managing their authentication, ID and verification data assets. They need a platform, if you will, that allows for rapid ingestion, context, measurement and decisioning. A platform that creates full fidelity to the landscape of identity risk posed to your organization.
The organizational adoption of centralized authentication is more of a journey then a one-off project. Enterprises need a solution that meets the dynamic challenges of digital maturation, threat landscape and the availability of emerging authentication data. The streaming capabilities of our FICO® Decision Management Platform, added to our Falcon Platform, offer organizations a way to handle batch and streaming authentication sources within a unified processing platform to meet the goals described above and take optimal authentication decisions across your customer base.
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<p>FICO’s latest research on <a href="http://www.fico.com/en/blogs/risk-compliance/us-credit-quality-rising-the-beat-goes-on/" target="_blank">national FICO® Score distribution</a> shows that US credit quality continues to trend upwards, with an increasing number of consumers scoring in the highest scores ranges. Given that, we decided it was time to refresh our study on “<a href="http://www.fico.com/en/blogs/risk-compliance/infographic-what-does-a-high-credit-scorer-look-like/" target="_blank">FICO® Score high achievers</a>,” where we examine the credit behavioural profiles of consumers with higher credit scores.</p> <p>As expected, our latest study showed that older people generally have higher scores, as has been the case in our <a href="http://www.fico.com/en/blogs/risk-compliance/age-before-beauty-credit-worthiness-before-youth/" target="_blank">past research</a>. 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I further broke this down by looking at the characteristics of the youngest 15% in each group, which occurs at age 29 for the 750-799 group and 43 for the 800-850. We used FICO<strong>®</strong> Score 9 for our analysis, and examined typical variables of the categories that go into the make-up of the score.</p> <p><a href="http://www.fico.com/en/blogs/wp-content/uploads/2016/10/FICO-Score-High-Achiever-table.png"><img class="alignnone size-full wp-image-29367" src="http://www.fico.com/en/blogs/wp-content/uploads/2016/10/FICO-Score-High-Achiever-table.png" alt="fico-score-high-achiever-table" width="715" height="747" /></a></p> <p>Since there’s a lot to dissect in this chart, I’ll highlight a few findings that struck me: <ul> <li><strong>Credit history.</strong> Higher scores are undoubtedly associated with a longer time on file. What’s striking is the higher average time on file for the 800+ group, both overall and for revolving accounts (the most common trade line). Clearly, it helps to start credit use early in life – but that’s not the sole determining factor for high scoring. The younger cohorts in both the 800+ and 750-799 groups have time on file medians significantly less than their older counterparts.</li> <li><strong>New credit.</strong> High credit scorers do, in fact, pursue new credit. We see little variation in months since last trade line opening and last inquiry among all groups observed.</li> <li><strong>Pay on time.</strong> As you might expect, the further in the past the delinquency, the higher the score – and that’s <u>if</u> a delinquency ever happened. 95% of the 800+ people and 72% of the 750-799 group have never been delinquent, which is a striking contrast to the 57% for the total population. The percentages for the younger groups are even higher, especially so for the 750-799ers. Collection items are also scarce for these high scorers. 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A huge takeaway is that high scorers don’t have too much in the way of serious delinquencies and negative public record data.</p> <p>In most respects, the young 800+ people are like their peer group. They really only differ markedly in their shorter credit history and higher non-mortgage balance, both of which are a function of life stage. Our results show that you don’t have to be a credit product hermit; these high scorers have more credit cards. The takeaway is to start credit activity early and maintain well-managed and moderate usage.</p> <p>In many ways, the young 750-799 people are more interesting because their age profile is much younger. Their credit characteristics differ more from their peer group, particularly in terms of length of credit history. They compensate by having almost pristine credit records and lower balances.</p> <p>Ultimately, 39% of US consumers are FICO® Score high achievers, which they accomplish by following common-sense credit practices. It ain’t rocket science!</p>
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