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Alternative Financial Services Marketplace

Opportunities in the Alternative Financial Services Marketplace

by Kenneth B. Shilson, CPA

Everyone knows how important banks and financial institutions are to our national economy and to the capital markets. However, few people are aware of another emerging market called “alternative financial services,” which now includes an estimated 80 million unbanked or underbanked consumers.

What is the alternative financial services marketplace? The following table illustrates what services are included:

Type of services Marketshare
Check cashing 22 percent
Pawn lending 22 percent
Rent-to-own 7 percent
Payday lending 10 percent
Installment lending 5 percent
Buy-here, pay-here auto sales 24 percent
Title pawn and other 10 percent
  100 percent

It is estimated that the alternative financial services market now aggregates more than $321 billion, according to Stephens, Inc., Investment Bankers. If the size of this market surprises you, consider the following:

  • Approximately 10 percent of the US population (30 million Americans) do not have checking accounts.
  • Approximately 26 million Americans make less than $25,000 per year.
  • Approximately 28.4 percent of all unbanked consumers do not write enough checks to have a bank account.
  • An estimated 25 percent of the US population has a credit score of less than 600 or no credit score at all.

Where do all these credit-challenged customers come from?

•  Consumers who were formerly banked but had a negative credit experience (like bankruptcy, repossession, etc.,) or account termination, and don't qualify for traditional loans. These consumers have limited transportation alternatives.

•  Immigrants who don't use banks.

•  Consumers who need credit alternatives to make ends meet.

•  Consumers who live paycheck to paycheck.

•  Convenience-driven consumers who need extended hours and financial services not offered by banks.

•  Those who require close proximity to their home or job.

As mentioned earlier, buy-here, pay-here auto sales provides 24 percent or approximately $77 billion of the financing in this market. Last year, according to NIADA, independent dealers sold approximately 14.2 million vehicles and approximately 56 percent of these sales were finance deals.

The aforementioned information suggests that there is no apparent shortage of buy-here, pay-here customers, so then, what is the challenge? Simply stated, to prosper in buy-here, pay-here requires the skill of managing the collection risk associated with a sub-prime portfolio, and not in merely selling used vehicles.

There are three key elements in every buy-here, pay-here finance deal: the customer, the vehicle, and the proper deal structure. However, all three elements are critically important to the ultimate success of each deal. Therefore, all buy-here, pay-here operators must do the following to prosper:

•  Underwrite each deal prudently and put the right customers in a vehicle they can afford.

•  Implement a business model (which is limited by capital availability) but which maximizes profits and cash flow.

•  Implement sound systems and processes to operate efficiently and profitably. An emphasis must be placed on collections that provide the cash flow for working capital and to repay debt. A good collection operation is 70 percent of a successful buy-here, pay-here operation.

•  Provide each customer with a total transportation solution that includes keeping the vehicle running over the term of the installment contract. This often requires financing significant repairs after the initial sale.

•  Train and develop key personnel who are needed to grow and manage the portfolio successfully.

Success in the buy-here, pay-here business also necessitates avoiding fatal legal and regulatory mistakes that can cause an otherwise successful operation to fail. Large and small operations alike, are more susceptible to these compliance pitfalls when operators don't take the time to properly educate themselves on all of the various federal, state, and local legal and regulatory requirements.

The buy-here, pay-here business is very capital intensive. Therefore, dealers must spend every dollar prudently in order to prosper. Every finance deal starts with negative cash flow (“money on the street.”) Therefore, making trial and error mistakes in building a portfolio can cost a dealer millions of dollars in losses.

Given all the aforementioned challenges, those who are considering the buy-here, pay-here business are encouraged to:

•  Read all available industry trade publications and understand current developments that will affect their business.

•  Obtain the necessary national, state, and local training to avoid the fatal industry compliance pitfalls.

•  Assemble a team of professionals, which must include a knowledgeable lawyer, CPA, and lender.

•  Locate the appropriate dealer management software system to grow and manage a portfolio.

•  Hire or develop an experienced management team, which won't squander precious capital via trial and error.

•  Implement sound operations, systems, and practices and monitor performance.

•  Accurately estimate the capital requirements needed, and obtain the required capital before starting.

•  Network with other successful dealers in order to develop the best practices.

Although the challenges above are formidable, the rewards are great. Dealer education and networking will significantly shorten your learning curve. Good luck!

Kenneth B. Shilson, CPA, is president of Subprime Analytics, which performs electronic portfolio analysis. Mr. Shilson is also the founder of the National Alliance of Buy-Here, Pay- Here Dealers (NABD), which will host a BHPH Collection Academy near Atlanta, Georgia, at the Manheim DRIVE Center, January 9-11, 2007. The aforementioned items will be discussed in detail at the Collection Academy . Contact this writer

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