Business
How Phillips & Cohen Assoc’s 27-Year History Redefines Enterprise Stability
A recovery-rate promise is easy to make. The harder promise is continuity, the ability to keep your operation stable when market pressure rises, when scrutiny increases, and when you need records and controls to hold up.
Phillips & Cohen Associates, Ltd. (PCA) has built its reputation on that harder promise. PCA has been in operation since 1997, which gives enterprise lenders proof that the firm can endure cycles, invest through change, and keep serving clients when conditions turn — something many vendors cannot offer. PCA also reports that it has managed more than $30 billion in specialty portfolios since its founding. Those numbers matter, not as marketing points, but as signals of staying power at scale.
Because when a collections vendor fails, the recovery rate becomes the least interesting part of the story.
What Vendor Failure Actually Looks Like Inside a Lender
Most breakdowns start quietly. A short email. A calendar invite with no context. A relationship manager who sounds uncharacteristically vague. Then the reality arrives. The agency is going out of business. You have thirty days’ notice. Transition support is thin. Data access is uncertain. Millions of customer accounts are suddenly in limbo.
If you lead collections at an enterprise lender, your first concern is the risk that reaches the boardroom. With a vendor failure, you do not just lose a service provider. You inherit the operational disruption, the consumer confusion, and the compliance exposure that comes with missing documentation. Regulators do not accept “our vendor went under” as an explanation, and neither does your board.
That is why stability has moved to the center of vendor selection. Many lenders still evaluate performance, of course, but they increasingly treat durability as part of performance. A vendor cannot deliver results if it cannot keep operating.
An Industry Under Strain Exposes Weak Foundations
Collections can look stable from the outside, especially when numbers are strong, and portfolios keep flowing. Under the surface, however, many agencies are under pressure. Costs rise while pricing stays competitive. Compliance expectations increase. Technology investment stops being optional. Economic volatility tests those who built resilient operating models and those who depended on a narrow margin for error.
This is the environment in which vendor consolidation accelerates. Smaller agencies that cannot invest in systems, controls, and talent often end up being acquired, shrinking, or closing. Lenders feel the impact most sharply when a closure happens fast, and the exit plan is weak.
What Breaks First When a Vendor Shuts Down
When a collection agency fails, the consequences hit immediately. It shows when account movement slows or stops. Call recordings and interaction histories may become harder to retrieve. Complaint investigation becomes more complicated. Dispute documentation becomes fragmented. Most of all, quality assurance and compliance monitoring lose visibility at the moment you need it most.
The critical point is that your obligations remain the same. Oversight does not pause because a vendor has financial problems. If a consumer escalates a complaint, if an attorney requests records, if a regulator asks for documentation, your institution is still expected to produce complete and legally-backed answers regardless.
A recovery-rate promise does not protect you here. Only operational continuity and record integrity do.
The Visible Costs That Derail Performance
Some costs are immediate and measurable.
Accounts age while portfolios transition, and aging impacts recovery curves. Often, internal teams shift into emergency mode. Legal and procurement compress what should be a disciplined selection process into a rushed replacement. Then you’ll see technology teams push integrations on timelines that are unrealistic. As a result, leadership time gets consumed by vendor triage instead of business strategy. More importantly, even when you land a capable replacement, performance does not snap back overnight, as every portfolio has its own nuances.
The Costs That Do Not Fit Neatly into a Spreadsheet
Transitions are where systems misalign. Consumers can receive inconsistent messaging. Some get contacted in ways that feel duplicative or confusing. Others struggle to reach the right party to resolve an account. What should feel orderly starts to feel erratic, and consumer trust erodes fast when servicing appears disorganized.
Regulatory risk rises for the same reason. When documentation is incomplete, timelines slip. When record access is uncertain, explanations are not enough. A vendor failure can create compliance exposure that is not tied to intent or effort, only to missing evidence.
Internally, vendor failure can also carry career-level consequences. When the board asks why the institution chose a partner that could not sustain operations, they are not only evaluating outcomes but are evaluating judgment and governance. Even strong leaders can lose credibility when a vendor relationship collapses in public view.
How Enterprise Lenders Are Changing Vendor Evaluation
As a result, sophisticated lenders are widening the questions they ask.
While they still ask whether a vendor can perform, they also ask whether the vendor can endure. They look for operational resilience, financial stability, governance maturity, and evidence that compliance is designed into the operation and not bolted on after problems surface. They want confidence that the vendor can scale responsibly and still protect consumers with consistent, respectful treatment.
Collections vendors are now increasingly evaluated as if a critical infrastructure. A low-cost bid does not look attractive if the true cost is a transition crisis, a documentation gap, or a compliance issue that lands on the lender.
This is where Phillips & Cohen Associates’ long track record carries practical value.
A company that has operated for nearly three decades successfully navigating multiple market cycles, changing consumer expectations, and evolving compliance standards. Longevity at that level typically reflects durable client relationships, reinvestment in operations, and the ability to adapt without destabilizing service delivery. PCA’s scale, along with its stated portfolio history, also signals that it has operated in environments where governance, documentation, and oversight are not optional.
The point is not that age alone guarantees quality. The point is that stability reduces a category of risk that recovery-rate comparisons often miss. It gives lenders more confidence that their collections operation will not be forced into crisis mode due to vendor fragility.
Stability Is a Leadership Decision
Return to the scenario that opens this article, the vague invite, the anxious update, the thirty-day notice. Now imagine the opposite. Imagine market conditions tighten, competitors scramble, and your collections operation stays steady because your partner has the systems and resilience to keep going.
That is what vendor stability buys you. It protects continuity. It protects documentation. It protects your ability to answer hard questions quickly, with confidence. It protects the people inside your organization who should be focused on outcomes, not on emergency transitions.
A vendor can promise a recovery rate. A stable partner can protect the institution when recovery rates are no longer the only thing that matters.
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QSR chains stay resilient amid LPG shortage: Karan Taurani
Deep Dive into the Numbers
Karan Taurani, EVP, Elara Securities in an interview to ET Now highlighted the scale of India’s food service industry. “We have got almost four million F&B outlets. Out of this, 15% is the organised outlets and 85% is the unorganised outlets. It is all over India basically. The unorganised part covers all your dhabas and the roadside food and so on and so forth. Now, within this four million outlets, 80% of the outlets are LPG dependent and 20% are dependent on electric and hybrid and all those kinds of things.”
He elaborated on demand specifics: “For other companies, they would need about 5 to 10 cylinders per month. Then, you go to standalone restaurants, they would need three to four cylinders per month based on the cuisine and the category that they cater to. Generally, on a thumb rule, these 32 million outlets require five cylinders of 19 kg per month. So, the demand for the cylinders for the F&B industry is about 1.7 crore.”
The supply side, however, is constrained. “If we include weddings, parties, and corporate canteens, the demand actually is closer to two odd crores per month for the cylinders, and the supply is almost about 1.6-1.7 crore. So, there is a deficit of 15-20% as of now,” Taurani said.
Impact on Restaurants and Food Tech
Despite the shortfall, Taurani said the immediate closures are limited. “Very clearly, less than 5% of restaurants are shut today as per NRAI. QSR chains are operating, business as usual, because most of them are dependent on electric and not on LPG. Some are trying to go hybrid, some are rationalising menu, some are reducing work hours. But QSRs are not seeing any big negative impact.”
Smaller standalone players, however, are bearing the brunt. “Assuming a worst-case scenario that 10-15% of restaurants eventually shut down in the next one month, you could see a 7% to 8% EBITDA downgrade for the food business for Zomato,” Taurani added.
He also clarified the potential effect on annual performance: “So, this 7% to 8% EBITDA downgrade is quarterly EBITDA. Annualised basis, this impact is around two odd percent. Assuming that the food business is 55% of SOTP, you tend to get a number of almost about 1.5% to 2%. So, as of now, this impact is very small. But if the number of restaurants shutting down moves ahead from 15% to 25%, these numbers can swing miserably. And if the situation prolongs for two or three months, these numbers could change massively in a negative manner.”QSRs and Electric Advantage
Taurani emphasised that QSRs are better positioned to adapt. “For QSR perspective, they are more dynamic in nature. The first thing is rationalise the menu, try and have menus with lower dependence on LPG. Second is reduce the number of work hours. Third, most QSR companies are trying to get electrical equipment inside the stores. For example, in the case of fried chicken, they have got 60% dependence on electric equipment, 40% LPG. So somewhere they are trying to increase the dependence on electric equipment going ahead.”
He also noted a potential shift in consumer orders: “For someone who was ordering a dosa or a pav bhaji which is LPG dependent, they could now opt for a burger if it is not available in that area. So, QSR could see a positive bias in terms of order traffic.”
On pricing, Taurani said: “I do not think so. There has been no change on pricing as of now.” He further explained that QSRs represent only 10-12% of order volumes, with 80% dependence on standalone restaurants.
Food Tech and Quick Commerce Concerns
While the food business impact is modest, Taurani highlighted concerns in quick commerce (Qcom). “Obviously, there are worries on the food side, but as I mentioned, it does not translate to numbers in a big manner. The bigger worry is Qcom valuations have come off sharply. One reason is fear about management change—Albinder coming in, Deepinder going away—which investors fear could bring strategic changes, which we do not believe. A second fear is competitive intensity from Zepto and Ecom players. Amazon and Flipkart are entering Qcom, scaling up dark stores and assortment. But Ecom and Qcom will coexist; Ecom is top-down, Qcom is bottom-up. We do not believe Ecom will scale up in a very big manner.”
Taurani concluded on a reassuring note for Blinkit: “If Flipkart, Amazon, and others together account for less than 10% of Qcom market share, there is enough for Blinkit. They may not lose market share in a big manner. So Blinkit is quite safeguarded here as the Qcom business is concerned.”
While LPG supply challenges may temporarily affect smaller F&B players, large QSRs and well-positioned food tech companies are likely to weather the storm. Adaptability, menu rationalisation, and the shift towards electric equipment are helping them navigate the crisis, keeping overall impact limited.
Business
Alcohol-free beer added to uk inflation basket as lifestyle trends reshape CPI
Alcohol-free beer has been added to the UK’s official inflation basket, in a move that underlines changing consumer habits and the growing shift towards healthier lifestyles.
The Office for National Statistics (ONS) confirmed that the product will join more than 760 goods and services used to calculate key inflation measures, including the Consumer Prices Index (CPI), the Retail Prices Index (RPI) and CPIH — its preferred gauge of price growth.
The inclusion reflects a marked rise in demand for low- and no-alcohol alternatives, with the ONS citing increased sales volumes, wider product ranges and greater shelf space dedicated to alcohol-free options across UK retailers. The move is widely seen as recognition of a broader cultural shift, particularly among younger consumers and professionals prioritising wellbeing.
Alongside alcohol-free beer, hummus and pet grooming have also been added to the basket, highlighting how evolving lifestyle choices are reshaping the cost-of-living calculation. The ONS said hummus had gained prominence due to its growing popularity among health-conscious consumers, with UK spending on the product estimated to have reached around £170 million in 2024.
Pet grooming, meanwhile, reflects the continued boom in pet ownership, particularly among smaller, high-maintenance breeds, and the increasing willingness of households to spend on services rather than just goods. Analysts note that services inflation has become a key driver of overall price pressures in recent years, making its accurate representation in the basket increasingly important.
The annual update to the basket is designed to ensure inflation data remains aligned with real-world spending patterns. Items that decline in relevance are removed to make room for emerging trends. This year, bottled premium lager purchased in pubs and restaurants has been dropped, alongside traditional sheets of wrapping paper, which are being replaced by rolls that better reflect modern purchasing behaviour.
Other additions include dashboard cameras and motorhomes, both of which have seen rising demand. Dashcams have grown in popularity as motorists seek to reduce insurance costs and improve security, while motorhomes have benefited from lifestyle shifts following the pandemic and a rise in early retirement trends.
The updated basket will be used in the next set of inflation figures, due to be published on 25 March, and comes at a time of heightened sensitivity around the cost of living. While inflation eased to 3 per cent in January, down from 3.4 per cent in December, economists expect renewed upward pressure in the coming months, driven in part by surging global energy prices linked to the ongoing Middle East conflict.
The Bank of England, which targets inflation at 2 per cent, is widely expected to hold interest rates at 3.75 per cent at its next meeting, as policymakers weigh the risk of rising fuel and transport costs feeding through into broader price increases.
In parallel with the basket update, the ONS is also modernising how inflation is measured. A new system will draw on vast datasets from retailers, analysing around 300 million price points across more than one billion products each month. This marks a significant shift away from traditional in-store price collection, which relied on around 25,000 manually gathered data points.
The move towards real-time, high-volume data is expected to improve the accuracy and responsiveness of inflation reporting, particularly in fast-moving sectors such as groceries, energy and consumer goods.
For households, however, the underlying message remains unchanged. Despite some easing in headline inflation, rising energy costs and global uncertainty mean the pressure on everyday spending is unlikely to disappear any time soon. The inclusion of alcohol-free beer, hummus and pet grooming may signal changing lifestyles, but it also reflects the broader reality that the cost of modern living continues to evolve.
Business
Nationwide Destination Retirement Fund Q4 2025 Commentary
Nationwide, a Fortune 100 company based in Columbus, Ohio, is one of the largest and strongest diversified insurance and financial services organizations in the United States and is rated A+ by both A.M. Best and Standard & Poor’s. Nationwide provides a full range of insurance and financial services products including life insurance, public and private sector retirement plans, annuities, and mutual funds available through Nationwide Financial.
Nationwide Financial makes simplicity a priority by providing Financial Professionals with straightforward, client-ready materials, easy-to-use tools, and products and services that are transparent, so they can spend less time dealing with time-consuming tasks and more time helping clients. Note: This account is not managed or monitored by Nationwide, and any messages sent via Seeking Alpha will not receive a response. For inquiries or communication, please use Nationwide’s official channels.
Business
At Close of Business podcast March 17 2026
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Alkyl Amines shares plunge 4% as ammonia shortage from Iran war forces production halt at 3 sites
The company said the disruption stems from the ongoing geopolitical conflict in the Middle East, which has affected global logistics networks as well as international crude oil and petrochemicals supply chains. The situation has also impacted the availability of liquefied natural gas (LNG), a critical input used in ammonia production.
As a result, several ammonia manufacturers have invoked force majeure and indicated their inability to supply the product during this period. Due to the shortage of ammonia, Alkyl Amines said this situation also constitutes a force majeure event arising from the ongoing geopolitical conflict.
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However, the manufacture of other products at these sites that do not require ammonia will continue.
The company said the financial and operational impact of the ongoing force majeure event cannot be estimated at this stage. It added that it is closely monitoring developments and exploring alternative sourcing arrangements for ammonia, and will inform stock exchanges of any material updates.
Alkyl Amines share price performance
The stock has been a market laggard, plunging 19% in the last one month. The share price has fallen nearly 40% in the last six months and is down over 20% since the beginning of the year.
Alkyl Amines Q3 snapshot
Net profit for the quarter stood at Rs 43 crore, marking a 1.4% decline from Rs 43.6 crore reported in the same period last year.
Revenue fell 4.6% year-on-year to Rs 354 crore, compared with Rs 371.2 crore in the corresponding quarter of the previous financial year.
EBITDA slipped 0.8% to Rs 67 crore from Rs 70.4 crore a year earlier, indicating some pressure on operating performance. As a result, EBITDA margin eased slightly to 18.9% from 19% in Q3 last year.
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(Disclaimer: Recommendations, suggestions, views and opinions given by the experts are their own. These do not represent the views of The Economic Times.)
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