Thanks to a credit risk process based on unique data and a scoring model developed exclusively for Hi3G, the telecommunications company has the potential to increase its revenues substantially without any increase in risk.  

Hi3G’s goal has always been to challenge the telecommunications market. In recent years, Tre has included music streaming in all its subscriptions. And who was the first in Sweden to offer WiFi calling? Hi3G, of course!

This disruptive spirit can also be found in Hi3G’s own organization. The company will not rest until it has found the smartest ways to work.

“In 2019 we decided to change our credit risk partner and chose Dun & Bradstreet. We immediately felt that here’s a company that can challenge us,” says Solomon Seyoum, Manager Customer Finance at Hi3G.


The challenge: Increasing revenues while retaining risk 

What all companies struggle with is finding just the right level of risk. You want to be able to take on as many customers as possible, but not at too high a risk, of course. Dun & Bradstreet saw immediately that many potential customers, and therefore potential revenue, were being excluded.  

“Our analyses showed that Hi3G had the potential to increase its annual revenue substantially without any increase in risk,” says Mattias Grive, Solution Manager at Dun & Bradstreet and a member of the Hi3G team. 

About Hi3G

Vision: Set people free 

Established: 2000 

Owners: 60% owned by Hong Kong SAR-based CK Hutchison and 40% owned by Investor AB of Sweden 

Sales: SEK 7.3 billion (2018) 

Employees: 1,600 

Headquarters: Stockholm, Sweden

The solution: Smarter predictive risk analysis using unique data  

One of the secrets behind this potential is Dun & Bradstreet’s scoring model based on unique data.  
“We have unique variables in our customer information, which means we can set up a smarter system for predictive risk analysis.” 

In addition, Dun & Bradstreet builds scorecards that are tailored to the company in question. The scorecards take existing customer data and desired customers into account. This makes the automated credit process unique and as accurate as possible.  
“Dun & Bradstreet has worked with many customers in the telecommunications segment, which obviously was even more beneficial for us in this case,” continues Mattias.  
“We have extensive experience of the behavior of these customers.” The team established a whole new decision-making system for quick and smart decisions, uniquely tailored to Hi3G’s credit strategy. 

The result: Increased revenues and a more resilient organization 

 The new risk analysis process has created more resilience in Hi3G’s organization, and the company now has the confidence to accept significantly more customers.  
“We expect this to result in increased B2C and B2B revenues,” says Solomon.  
“We have close dialogue with Dun & Bradstreet and review things once a month to see if we need to tweak the strategy in order to reach our targets.” Automation has also helped to give Hi3G’s credit department more time to spend on analysis and business development.  
“In addition, the new credit process will rub off on the business process as a whole,” continues Solomon.  
“The marketing department will also now work with Dun & Bradstreet to make even smarter decisions based on their data.” 

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