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By switching to a new way of working, a Southeast Asian multi-finance company achieved US$4.5 million in savings

March 27, 2023 | No related items found.

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Multi-finance companies typically operate in markets where traditional banks may not provide financing to certain customers due to their creditworthiness, financial history, or other factors. These companies provide financing for the purchase of goods and services, such as vehicles, home appliances, and electronics, as well as by offering personal loans and credit cards.

The multi-finance industry is an important part of the financial services sector in many countries, particularly in emerging markets where access to credit is limited.

Our client is a leading independent multi-finance company in Southeast Asia, offering loans to individuals and corporations for the purchase of motor vehicles. Its parent company retails, distributes, and rents vehicles as well as manufacturing auto consumables.


We were brought in to conduct an analysis in several of the client’s branches, looking into the branch operating model, sales and collection productivity levels, and the effectiveness of current processes and control system.

Some of the main findings were:

  1. There was no unified branch operating model. Each branch was managed differently with locally developed management tools.
  2. The sales and collection funnel was not measured and managed proactively.
  3. There was very little visibility on branch-level activities.
  4. The Management Control Systems (MCS) in the branches were not fit for purpose
  5. Poor planning and lack of follow-up.
  6. Control and reporting is more focused on outcome, and not on what’s need to achieve the outcome efficiently and effectively.


As a result of these findings, we commenced a 20-week project together with the client to achieve the following objectives:

  1. Define a model for optimum branch operations
  2. Install measurement and monitoring on daily sales and collection activities.
  3. Design and install MCS with planning and review mechanisms, based on daily operational indicators and their associated KPIs
  4. Instil behavioural changes that lead to sustainability of all the listed objectives

The initial 4‑week Focus Process® phase focused on identifying and qualifying opportunities for an optimum branch model that would achieve the objectives. The project team implemented the changes in a pilot branch before rolling it out into the 29 largest branches in three short sprints of one month each.


Branch staff and managers were trained with the new methodologies to conduct their day-to-day activities more effectively. They were also coached in continuous improvement practices to ensure that each branch will continue to develop and enhance its marketing and collection activities.

Some of the tools introduced by Renoir in the 20-week project include:


Allows supervisors to plan their team visits


Conducted several times a day to ensure the daily plan is attained.


Supervisors can review operational issues with their team, utilize the time to coach them, and agree on solutions.

All unresolved issues are then escalated to the respective HQ departments in weekly review meetings to ensure faster issue resolution.

For these changes to be sustainable, systematic, and regular audits were developed and implemented. These ensure that the new structure and methodologies were fully understood, and that all staff would be able to increase productivity.


After 20 weeks, the following results were achieved.


Increase in productivity for branches involved in project

US$4.5 million

Reduction in uncollected payments within the first 2 months of implementation

By systematically prioritising daily visits and monitoring, uncollected payments at the branches involved in the projects were reduced in both monetary amount and number of accounts. These branches are now also collecting more accounts with higher monetary value.

Daily Review Meetings and Short Interval Controls improved the behavioural leadership of both branch managers and supervisors. Weekly review meetings and action logs have improved communications between the branches and headquarters.

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