A major regional bank (Top 20 in Russia) needed to transform its retail lending process. The initial situation was characterized by low customer activity, the absence of a credit conveyor and a fully digital customer journey for product rollout, as well as non-competitive product terms. The key objective was the end-to-end implementation of the lending process — from developing credit products to launching them and monitoring sales performance.
During the preparation phase for launching the credit conveyor, the team developed the process logic and components:
Defined the methodology and business requirements for segmenting the customer base based on income, transactional activity, and risk factors;
Created an updated product catalogue, aligning lending product terms with market standards, segment characteristics, and profitability requirements;
Developed a risk strategy for decision-making tailored to each customer segment;
Designed a communication strategy for promoting offers via remote channels;
Built the business logic for the end-to-end process — from loan application to disbursement of funds to the borrower’s account;
Prepared business requirements for populating data marts with relevant attributes.
As part of the process implementation, the team developed tools to assess lending process efficiency:
Automated business process management and an internal control system based on a BPM solution;
Channel-specific and consolidated sales performance reporting, as well as risk reporting;
Tools for assessing process resource intensity and cost;
An end-to-end role model;
A decomposed KPI system for all involved functions.
The team supported the implementation of the digital credit conveyor for over a year. During this period, the following key results were achieved:
A fully digital retail lending process was launched via remote channels, including the generation of pre-approved offers aimed at increasing customer transactional activity;
Within six months of launch, over 20,000 credit products were issued with a total credit limit exceeding RUB 5 billion, generating more than RUB 100 million in income for the bank. Over 90% of credit products were disbursed entirely via digital banking channels;
The new portfolio met the bank’s risk appetite, with loans overdue by up to 30 days remaining below 1% within a six-month horizon.