Indicative for a comparative analysis of accounts receivable and accounts payable is a special coefficient characterizing the ratio of accounts payable and accounts receivable. It is calculated as the ratio of the balances of accounts payable to the balances of accounts receivable at the beginning and end of the period under study and shows what proportion of the institution's obligations can be repaid when the institution's resources diverted into accounts receivable are received.
The penalty is set as a percentage in relation to the overdue amount for each day of delay.
The amount of the penalty is set by the parties themselves when signing the contract. For example, a penalty of 0.1% will correspond to 36.5% per annum. In the event that there were partial repayments of overdue debts, penalties are calculated separately for each overdue payment, taking into account the number of days overdue for each payment.
Therefore, it is necessary to realistically assess all the advantages and losses, take into account the positions of competitors and develop the most flexible policy in this matter.
Funds received from debtors are one of the main sources of income for manufacturing enterprises.
In an unstable market economy the risk of non-payment or late payment of invoices by buyers increases, this leads to the appearance of receivables. The appearance of receivables leads to a deficit Money, increases the organization's need for current assets to finance current activities, worsens the financial condition.
It becomes clear what they wanted to say with their calculated calculations.2.
I think your concept of 'base' is a good point of limiting and clarifying the calculation of employee efficiency.
As I understand it, the specifics of the calculation formulas and the base itself are the lot of the managers of a particular enterprise themselves.3.
In line with standards accounting, accounts receivable is defined as the amount due to a company or other person from customers or other debtors. The most common type of receivables is the debt of buyers and customers for goods, materials, services released to them, performed and unpaid on time; the excess of debt on loans issued by the organization to its employees over loans received for these purposes.
in this case, its coefficient will decrease!
rather, it is more profitable for him not to take money from solvent customers. Then such motivation is not in favor of the employer. PDZ must participate in motivation necessarily!
I am looking for an answer to what to “tie” it in the calculation? Tatyana Answer: I will quote the paragraph in question: “Let out of 1,300,000 rubles.
those. change in its size for the analyzed period; consider its composition.
Financial and economic publications pay much attention to the problems of receivables management. This is not surprising, since this current asset reflects both actual sales and frozen financial resources in calculations. Often, articles and studies provide experience of interaction with customers in case of delay, consider measures aimed at containing or reducing it. If you use medical terminology, options for treating the “disease” are offered (growth in arrears or its specific gravity in the total debt). But the "disease" is easier to prevent than to cure ...
The warning consists in choosing the most optimal criteria for evaluating the effectiveness of receivables management and linking the motivation system of commercial services to them.
The implementation of effective receivables management is carried out through the commercial department and those people who work directly with customers (sales representatives, sales managers). The task of financial services is to lay in the subconsciousness of commercial structures an algorithm for managing debt. This is possible only if the performance indicator of debt management is linked to the motivation system for managers and sales representatives. Therefore, it is necessary to determine evaluation criterion effectiveness of receivables management, to the standards of which the business motivation system.
As practice shows, enterprises of various industries apply their own criteria for assessing the effectiveness of receivables management. The choice of criteria is influenced by the levels of product distribution and the competition prevailing in the market. In our case, consider main criteria used in trade distribution companies, whose main task is to bring products to retail outlets(key and traditional retail).
Criteria for evaluating the effectiveness of receivables management, the most commonly used in Russian distribution:
Let's analyze these criteria, determine the advantages and disadvantages of each. Note that the condition is the use of the criterion and its mandatory impact on the motivation system of the sales department (manager).
1.Percentage of overdue debts in the total amount of receivables(%PDZ). This criterion shows the share of overdue debts in total receivables:
% PDZ \u003d PDZ / DZ × 100%,
where PDZ is the amount of overdue receivables;
DZ - total amount accounts receivable.
EXAMPLE
Table 1 presents the data of a trading distribution company on the dynamics of receivables and their overdue using the criterion "percentage of overdue debts in the total amount of receivables".
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Table 1. Dynamics of accounts receivable and its overdue when using the criterion of managing the "accounts receivable" % PDZ |
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Period (at the end of the week) |
Manager Ivanov |
Manager Semyonov |
Manager Petrov |
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|
DZ, rub. |
PDZ, rub. |
DZ, rub. |
PDZ, rub. |
DZ, rub. |
PDZ, rub. |
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1st week |
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2nd week |
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3rd week |
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4th week |
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5th week |
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|
standard |
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The main advantages of using this criterion for assessing the effectiveness of receivables management:
If we analyzetable data. one,then it is tracked for all managers: the total "receivables" at the end of the 5th week (at the end of the month) differs significantly from the rest of the dates. This is especially evident in the manager Semenov. While maintaining a stable delay in the amount of 800,000-900,000 rubles. he deliberately loads clients in the 5th week, increasing total debt and in it "blurring" the delay. But this increase is not enough to fall within the 20% standard: while maintaining the absolute amount of 900,000 rubles. lacks RUB 1,500,000. (900,000 rubles / 20% - 3,000,000 rubles) additional sales.
In this situation, manager Semyonov, who knows that he will not receive a bonus for managing receivables, does not focus on collecting overdue debts. Managers Ivanov and Petrov also slightly increase sales at the end reporting date, but also reduce the delay at the end of the month. This allows them to meet the delinquency standard and receive a bonus for receivables management.
To disadvantages This criterion can be attributed to the fact that it does not contribute to the acceleration of the collection of funds (at least at the end of the reporting date - month). There are always clients who delay payments (like the manager Semenov, whose PPV in absolute terms is practically stable at the end of each week), and those clients who are ready to pay earlier or even after the fact for additional discount. But the sales representative in most cases will lead the solvent debtor to pay exactly on time, and not earlier, thereby improving the % PDR at the reporting date so that the delay of the persistent defaulter is "washed out" in the current debt of reliable debtors.
2. Average period of overdue receivables in days(T PDZ). This criterion is determined by a weighted average arithmetic formula and shows the average number of days of delay for all invoices of each specific sales representative (manager):
T PDZ = Σ(PD × T PDZ) / ΣDZ.
Table 2 shows detailed data for manager Ivanov, who has an average delay period of 2.0 days. That is, the funds for the shipped goods are returned on average 2 days after the due date of payment (average delay plus 2 days of average delay):
T PDZ \u003d Σ ((50,000 rubles × 21 days) + (150,000 rubles × 14 days) + (125,000 rubles × 7 days) + (125,000 rubles × 1 day) + (150,000 RUB × 0 days) + … + (375,000 RUB × 0 days)) / 2,100,000 RUB = 2.0 days.
This indicator has the same economic advantages and disadvantages as % PDD:
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Table 2. Calculation of the period of delay in days |
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Manager Ivanov: at the end of the 5th week |
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No. TTN in chronological order |
DZ, rub. |
PDZ, rub. |
TPDZ, days |
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|
Total Average |
2 100 000 |
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Usually, this criterion does not apply to link to the system of motivation of commercial services, since it does not meet one of the main principles of the wage system - the principle of clarity and simplicity of calculation when calculating wages. It can act as a complement to the % EPD and together give a more complete picture of the effectiveness of debt management.
3. Percentage of completion of the cash inflow plan(%VP ds). This criterion is tied to the proposed plans for the receipt of funds and the actual collection of funds:
% VP ds \u003d F ds / P ds × 100%,
where Ф ds - actually received funds;
P ds - the planned receipt of funds.
For the purposes of effective receivables management It is desirable to include in the cash flow plan:
In this way, cash flow plan (P ds) can be calculated as follows:
P ds \u003d DZ t + PDZ + T o + T p.
Table 3 shows the calculation of the cash flow plan according to the data in Table. 1. So, according to manager Ivanov, the general plan for the receipt of funds is 4 300 000 rub., of which:
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Table 3. Determination of the plan for the receipt of funds and the calculation of the percentage of the plan |
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Manager |
The fact of the receipt of money (F ds), thousand rubles. |
The fact of sales (T about), thousand rubles. |
Cash inflow plan (P ds), thousand rubles |
%VP ds |
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collection plan for current receivables |
PD collection plan (amount at the end of the month) |
cash flow plan according to the sales plan (for an average delay of 20 days and a sales plan of 3 million rubles) |
cash flow plan for prepaid customers |
plan, total |
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In fact, the collection of funds for manager Ivanov amounted to 3 500 000 rub., or 81,4 % from the given plan. Non-fulfillment of the plan for the receipt of funds is due to:
With correctly set sales plans, the manager will never reach the indicator % VP ds = 100%, since for this he needs to collect all the delay to zero and fulfill the sales plan by 100%. Meeting these two conditions in a market where everyone has the same product and multiple competitors is generally impossible.
To the benefits This system of effective management of "receivables" can be attributed to the acceleration of the collection of receivables at the expense of solvent debtors, as well as the receipt of money for shipment in advance or after the fact. That is, managers in this case (unlike the two previous criteria) will be interested in making a plan for the receipt of funds at the expense of solvent debtors and closing the plan for the receipt of delays for customers for whom it was not possible to collect it in the reporting period. At the same time, additional efforts will be made to work with "difficult" clients so that they pay off their debts on time.
To disadvantages This system can be attributed to the fact that the system for setting plans (especially sales) should be as accurate and fair as possible. So, with an overestimated sales plan, the cash flow plan will also be overestimated. And these are already two criteria that will affect the reduction in the size of the sales manager's bonus. That is, if the sales plan is not fulfilled, the cash inflow plan will also not be executed automatically. In fact, it may turn out that due to failure to fulfill the sales plan, the manager will be punished twice: for sales and for the receipt of money that he could not fulfill, since there were no corresponding sales.
3.Percentage of overdue receivables to turnover(%PDZ T). This indicator is calculated as the ratio of overdue accounts receivable (PDZ) to the turnover (sales) of the current month (T):
%PDT T = MPD / T × 100%.
Table 4 shows the calculation of the percentage of overdue receivables to turnover.
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Table 4. Calculation of the percentage of overdue receivables to turnover |
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Manager |
The fact of sales (T o), rub. |
PDZ, rub. |
%PDZ T |
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At the analyzed enterprise, the normative indicator was no more than 15 % (0.15 rub. of delay per 1 rub. of current sales). At the same time, due to the small seasonality, the standard was adjusted for the seasonality factor.
To the benefits This criterion can be attributed to the desire of sales managers to close the delay and current receivables as soon as possible (so that the “receivable” does not become overdue after some period), which cannot be said by the first two criteria. In addition, in order to dilute the delay, the sales department will seek to increase sales.
This criterion has become widespread relatively recently, but is already actively used by many distribution companies.
To summarize the above information, we present the main calculations in Table. 5.
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Table 5. Summarizing the advantages and disadvantages of the criteria used in practice for assessing the effectiveness of receivables management |
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Criterion |
Advantages |
Flaws |
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1. Percentage of overdue debts in the total amount of receivables |
Orientation of commercial services to the standard of overdue receivables (% PDR), to pay exactly on deferment |
Slowdown of collection of solvent debtors |
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2. Average period of overdue receivables in days |
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3. Percentage of completion of the cash flow plan |
Acceleration of collection of funds, the emergence of customers who are ready to work in advance or upon delivery for an additional discount |
The system for setting plans should be as accurate and fair as possible. |
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4. Percentage of overdue receivables to turnover |
Growth in sales, increase in cash collection |
Shipment is possible to "blur" the delay to unreliable customers |
conclusions
The optimal criterion for evaluating the effectiveness of receivables management is precisely the percentage of overdue receivables to turnover, since there are no significant shortcomings in it, and the positive aspects include a change in two main variables - a reduction in overdue debt and an increase in sales.
The decision to manage accounts receivable must be approached comprehensively and systematically. The optimal system is one in which the motivation of sales managers depends on one criterion (the percentage of delinquency to receivables), and the motivation of their manager depends on another (the percentage of completion of the cash flow plan). In this case, the company will receive a subconscious desire of sales managers to reduce the delay (the task of the sales team), and this will allow the plan to achieve cash flow (the task of the commercial director).
The indicators "Percentage of overdue debts in the total amount of receivables" and "Average period of overdue receivables in days" will act only as reference and auxiliary indicators that reflect the effectiveness of the proposed model of receivables management (through % PDZ T and % VP ds as the main evaluation criteria effectiveness of receivables management).
N. N. Rodin, Deputy Financial Director of BSP LLC
The phrase “accounts receivable” has probably been heard by almost everyone, but only a few can clearly answer the question of what it is, what kind of debt it is, and what consequences it has for the company on its balance sheet.
Let's try to figure it out, because the stable financial condition of a company is the well-being of its owners and employees, and is one of the factors on which such a condition depends.
In simple terms, receivables are what a business owes to its customers or suppliers.
If the company shipped goods to another company, then the buyer is obliged to pay the seller money for it.
If, on the contrary, you transferred funds to someone in exchange for goods or work, then this someone has an obligation to supply you with products, provide an appropriate service, or fulfill your order.
This obligation, in fact, is a receivable.
can be classified:
Let's talk in detail about overdue debt, since it is precisely its presence and untimely collection that can lead to the most negative consequences.
Imagine that your company, under a contract, shipped drills to the client in the amount of 100,000 rubles, on the condition that the buyer pays their cost 5 days after delivery. At the moment when you handed over the goods, the accountant recorded the formation of receivables - the obligation of the client to pay.
However, since the 5 days have not yet expired, such an obligation is urgent and you cannot claim it immediately. Five days later, you still didn’t receive the money, and the obligation from urgent was transformed into one that was not fulfilled within the agreed time (overdue). So you have formed overdue accounts receivable (PDZ).
Using this example, we can give the following definition of PD. It - the amount of funds not paid to the enterprise by the debtor within a certain period.
Accounts receivable is debt that is not paid in stipulated by the agreement terms.
Many novice accountants and managers ask the question: “overdue accounts receivable - how many months?”. There is no single answer to this question. There can be as many months as you like - read the contract.
If the terms of the contract did not provide that the debtor's obligation would be secured, for example, by a guarantee or pledge or guarantee, then after the transition of this obligation to a state of overdue, the PD is doubtful - one for which there is no certainty that it will be repaid.
If the period of time has passed during which it was possible to apply to the judicial authorities with a corresponding claim, other objective reasons have arisen, such as: force majeure, liquidation or death of the debtor, Doubtful debt turns into bad debt, one that is no longer recoverable.
Thus, both doubtful and bad are types of overdue receivables.
The legislator established a total duration of three years. Therefore, in order not to miss the opportunity to collect debt in judicial order. the enterprise must take all measures for this precisely within the specified period, starting its calculation from the moment the PD is formed.
In some contracts, their parties do not determine the terms of settlements by a specific date, but tie such a period to some event (for example, 3 days after the signing of the act), or if the contract is concluded in a simplified way (exchange of letters, telegrams, delivery on the basis of an invoice) , do not indicate it at all. In this case. the settlement period must be determined:
In accounting, PDZ is subject to write-off, which is drawn up by the following documents:
If the reserve is not formed:
If the reserve is created, we write off the PDZ at the expense of the reserve, do not include it in non-operating income.
Data on accounts receivable are reflected in the balance sheet of the enterprise (form 1) and the appendix to it (form 5).
In the balance sheet, respectively, fill in the lines:
Accounts receivable are stated net of allowance for doubtful debts.
Actually, such a calculation, if carried out only to determine the amount of debt, is a common mathematical subtraction operation. From the cost of the goods delivered, you subtract the amount of payments made - that's all.
However, if you cannot amicably settle the debt repayment problem with your debtor and will be forced to go to court, you will also need to calculate the amount of debt on a certain date of such a period, which will allow you to additionally recover from the guilty person a penalty in the form of penalties and other sanctions .
In conclusion, I would like to emphasize once again that the presence of a significant amount of overdue accounts receivable at the enterprise is fraught with quite serious and large losses if such debt is not tracked in time and measures are not taken to collect it.
About overdue receivables in the heading "Tip of the day" from the Glavbukh magazine.
Posrednikov Mikhail Project Manager for Accounts Receivable Management and financial flows Contact East Holding
More recently, managers have used any means in the struggle to increase sales. In a crisis, you have to take more care of the security of the enterprise, its solvency, and maintaining current liquidity.
In such a situation, the collection of receivables, on which VAT and income tax have already been paid, becomes a priority. Accountants, financial and executive employees of the enterprise need to learn how to manage the debts of debtors in order not to lose the profits received and reduce the risk of financial losses.
Accounts receivable is always a problem for a company. But in the realities of today, there are often cases when even old and reliable partners cannot (or do not want to) pay bills.
In order to minimize the risks associated with receivables, the company needs to constantly keep it under control. But preventive measures (assessment of counterparties, work with advances, debt insurance, etc.) do not always allow you to protect yourself from "hanging" receivables.
The secret of efficiency lies in integrated approach. Thus, timely control and analysis will allow timely identification of overdue debts and promptly take measures to collect them. The impact on the debtor can be hard or soft: you can immediately sue, or you can support the counterparty by offering him more affordable methods of repaying obligations, such as barter or deferred payment.
Dealing with receivables requires planning and a well-established process for managing the risk of non-payment. It begins with the organization of correct and timely document flow within the company and with contractors. The circle of employees who are responsible for working with debtors is determined. A regular analysis of receivables is carried out, the right to change the terms of delivery, regulatory documents are drawn up describing the procedure for repaying debts. It is imperative to consider measures to encourage and motivate employees to achieve the minimum established indicators of debt.
The initial construction of a receivables management system implies a series of sequential actions aimed at the earliest possible identification and elimination of possible risks of non-repayment of debts, within which the relevant internal services of the creditor (legal, financial, security service) work with debtors. Such a system is built depending on the content and structure of debts, which determines the circle of its participants, the possibility of attracting administrative resources, conducting PR campaigns, etc.
The construction of the system consists of the following steps.
At this stage, the focus is on common approaches to the analysis of the organization's remote sensing, the general division of the remote sensing according to the structure for understanding the "state" of the remote sensing and making a decision on further work.
Basic data for analysis:
A) General analysis of the "value" of the DZ: the total amount of debt, the number of clients
B) The share of DZ in the financial portfolio of the organization
C) Segmentation of DZ by terms: “fresh” DZ, “working” DZ, overdue DZ
D) Segmentation of remote sensing by size: small, medium, large
The work of managing the debt portfolio within the company includes the calculation limit sizes receivables - critical and working (permissible). These indicators are indicators that signal the need to strengthen (or, conversely, weaken) work with debtors.
The emergence of significant receivables is usually associated with the provision of customers with a deferred payment for delivered goods, that is, suppliers credit their customers. The supplier enterprise must objectively assess its capabilities and lend to customers in such amounts that will not lead to a chronic lack of funds for their own needs. It is necessary to develop a sound policy for the provision of trade credit and collection of debts for various types of products and groups of buyers.
In addition, it is necessary to rank buyers depending on the volume of purchases, the history of credit relations and the proposed payment terms, and subsequently revise them in a timely manner, taking into account the monitoring of demand for products.
You can manage receivables by encouraging customers to pay bills early. Usually, discounts are provided for this on the sale price or the cost of delivery if the payment is made before the contractual date. The advantage of the supplier is that, having received the proceeds ahead of schedule and using it in cash flow, he reimburses the discount provided.
When determining the sales policy, a preliminary calculation and comparison of additional costs from sales on credit and costs associated with the risk of non-payment within the time period established by the contract or the receivables becoming uncollectible is necessary.
With the established frequency, the company's specialists must analyze receivables according to the personal list of counterparties, terms of formation and size; control settlements on deferred or overdue debts, assess the reality of the presence of receivables; determine techniques and ways to accelerate the collection of debts and reduce bad debts.
The analysis may include an assessment of the absolute and relative indicators of the state, structure and movement of receivables. To do this, the shares of specific debtors are determined, as well as each type of receivables (short-term, long-term, overdue over three months) in the total set of debts, the dynamics of changes in each component, the growth rate of the balance, etc. are considered.
An increase in the share of long-term receivables in dynamics can lead to a decrease in the level of solvency of the organization, a decrease in the liquidity of assets.
The excess of the growth rate of receivables over the rate of increase in sales proceeds indicates a decrease in the level of receivables management, a "freeze" of a part of the proceeds necessary to finance current activities.
Credit policy is, in essence, one of the elements commercial policy, so for more effective work with accounts receivable and establishing adequate credit limits for customers, it is first necessary to assess the situation on the market by monitoring primary demand in the segment where the company operates.
If analytical data show that final consumer demand in a crisis is reduced by 30-40 percent, then it can hardly be considered rational to maintain credit limits at the same, pre-crisis level. Therefore, before defining a new client credit limit next year, a number of practical steps need to be taken.
If the client is located in a small region where the bulk of the population works at several city-forming enterprises, then it is necessary to clearly understand: if they begin (or have already begun) staff cuts or wage cuts, this will immediately affect purchasing activity. Therefore, it is worth considering very seriously whether to provide this counterparty with a commodity loan, since the risk of its non-repayment is very high.
For a clearer and really real understanding of the client’s state of affairs, it is now necessary to assess the situation on the spot, “in the fields”, and not be content with just desk research and data financial statements, which already constitute a "posthumous photograph".
You need to get answers to the following questions:
1. Buying activity. If retail, then the traffic in stores, the amount of the sales receipt (how much it decreased compared to the previous period). Are the shelves filled, are there any empty seats. If it is a wholesale company, then is there activity in the office, what is the mood of the staff, are there any facts of reduction of employees or their transfer to a part-time work week.
2. It will be very useful to have an honest conversation with the owners or top officials of the company: how they see the development of their business, how realistic it is and whether there is an understanding of how the company will achieve strategic plans.
3. Evaluation financial condition client. You need to make it clear to your partners that the current crisis situation requires maximum openness from all participants. If your company is going to provide a customer with a commodity loan, then in return you should get as much information and data as possible.
Additional information will be provided by the ranking of receivables by the timing of their occurrence, for example, with a 30-day interval, and an analysis of their changes. To do this, you need to highlight the share of doubtful debts and consider its dynamics. The growth indicates an increase in the risk of non-repayment of receivables and the possibility of overdue debts. Therefore, the company should strive to minimize this indicator.
Analysis of the dynamics of overdue receivables from trading operations allows you to identify unreliable counterparties, reduce their volume of credit shipments, or work with them on a full prepayment or commercial lending basis.
Up-to-date information on current debt is important, including the period of arrears, the history of relations with the client, the volume and regularity of purchases made by him, his share in the structure of income and gross profit, the number of violations of payment terms in past periods.
And, finally, real receivables are calculated taking into account inflation and depreciation rates during the delay in payment, the collection period, losses from non-collection and write-off are calculated.
The results of the analysis of receivables should be taken into account when planning the future activities of the enterprise.
For example, here are several types of malicious debtors:
The first is that the counterparty specifically “pulls” the debt and waits until the statute of limitations expires.
And finally, the third - he ignores your attempts to "get through" to him.
Another common type of debt situation that you should pay attention to is the non-repayment of debt by an organization in which the founder and CEO are nominal, that is, they do not really fulfill their functions. With "nominal values" organizations are created even in the absence of the purpose of fraud. This is a kind of example of the post-Soviet business model, when in complex and changing conditions, all possible methods are used to ensure security. The penalty in such a situation is often based on the fact that reputational and criminal law methods make it possible to motivate the real leader to fulfill obligations.
At this stage, the main attention is paid to the issues of choosing an organizational structure in an organization for working with remote sensing:
A) Describes the "+" and "-" work of various responsible persons.
B) The question of motivation for action is considered.
C) The issue of a “single” control center for working with remote sensing
Currently, the most common scenario is to entrust this work to your employee, and in case of large amounts of collection, to an entire service (usually legal, financial or security service).
Of course, the first thing such services face is the need for their special positioning in the enterprise organization system. Practice shows that the scatter of functions among individual divisions of one organization is fraught with the fact that most of the time is spent on sorting out relations between departments and the division of competence, due to the banal desire not to perform thankless work while maintaining the previous fixed salary, which was paid for performing much more “comfortable” tasks. functions.
The organization of a special service for working with receivables may be associated for a business entity with problems in determining the names of the positions of employees in this department - the directory of positions and employees does not contain a position whose name would fully reflect the scope of employees. Of course, this is not the most a big problem in the organization of such a service, however, it also takes place.
However, the creation of a separate structural unit in this case, it will eliminate possible conflicts between individual services and ensure more coordinated work in the field of work with streaming receivables.
At this stage, the main attention is paid to the issues of transition from the issues of making a decision about who works with remote sensing to how work will take place at the organization level, mechanisms, rules of interaction, methods of regulation and control:
A) Designing the organizational structure of the department
B) Creation of business processes, policies and procedures for managing remote sensing
C) Formation of a system of balanced performance indicators of the unit (KPI)
D) Development of motivation schemes based on KPI, creation job descriptions, training of employees responsible for working with remote sensing
E) Creation of a system of control and internal management reporting in CRM to analyze the financial situation and evaluate the effectiveness of the work of specialists:
1) Selection of performance indicators for the analysis of work with remote sensing of responsible employees:
- call performance
Number of calls, meetings, letters written, bills paid,
Offsetting advances and DZ clients,
- "decommissioned" DZ
2) Control of the size and structure of remote sensing for the period:
Growth of DZ in amounts and number of clients
3) Fulfillment of performance indicators of work with remote sensing
The ideal option is a situation where monitoring of the work of collector employees and indicators of remote sensing can be carried out automatically using reports in CRM systems.
This stage is the main one, since there is a direct creation of applied methods of working with remote sensing, namely, actions that lead to the return of debt, which is the main goal:
A) Calls to clients (preparation for a call to a client, timing of a call)
B) Writing letters:
List of documents for the client,
To confirm the DZ,
Liaising with the company's accounting department to prepare documents for the client
B) meeting with clients
D) Negotiation
General rules,
Determination of the responsible person at the client for payment of the debt,
Variants of agreements with the client in case of impossibility of immediate payment on his part,
Options for actions when the client refuses to pay or rudeness on the part of the client when communicating,
Determining the frequency of calls
E) Recording information about working with remote sensing (CRM / automation of the process of collecting and fixing information)
If the debt is not repaid on time, there are only two ways to return it: agree with the debtor on a voluntary return or collect it by force.
The advantages of pre-trial debt settlement are the absence of additional costs associated with going to court and the mutually beneficial resolution of a potentially conflict situation without damage to the business reputation and relationships of partners.
Debtors should be kept in constant contact with:
Send reminders of the approaching debt repayment dates (by regular or e-mail),
Conduct telephone conversations
Personal meetings with the management of the debtor,
Make a complaint.
To financial means Impacts on debtors who are in arrears include:
Application of penalties
Proposals for mutual settlements,
debt restructuring,
Sale of debt,
Initiation of bankruptcy proceedings, etc.
The choice of one or the other method depends on:
Features of the debtor
Amounts owed,
Number of days overdue
Readiness of the debtor to repay the debt and other factors.
In this sense, I would like to immediately make a reservation that collection activities do not imply the performance of an unambiguously negative function in relation to the debtor. At the initial stage of the emergence of debt, attempts are made to restructure it and create real conditions for the proper fulfillment of the obligation - drawing up special debt repayment schedules in the event of a sharp deterioration in the financial condition of a bona fide debtor, etc. In some cases, it is rather even “anti-collection” activity in its classical sense, since such actions are aimed at eliminating the last judicial stage of collecting receivables.
Any organization that needs to collect a large number receivables, sooner or later will face a choice which way to go in order to return the invested funds.
Despite the difference in types of debt situations, we can distinguish common features:
Ensuring a balance between the assembly line of collection and the development of unique action programs for complex cases;
Usage innovative methods penalties;
Efficient use of criminal prosecution of debtors, including on rare offenses (Articles 177, 315 of the Criminal Code of the Russian Federation, etc.), through information and scientific and consulting support.
Ensuring a balance between the assembly line of collection and the development of unique action programs for complex cases is especially important when collecting a large amount of debt (more than 300-500 monthly).
At the same time, it is important that there is a centralization of debt collection activities, that is, a general management, and employees would only be engaged in debt collection, and not combine this work with other tasks, since otherwise they will always have the opportunity to justify the low efficiency of their work by the need to do something other.
Increasing the efficiency of debt collection is possible by introducing into this scheme of division of labor an element responsible for preparing materials for PR support of collection: draft notifications, appeals, press releases and articles. Experience shows that for many large buyers (debtors) it is the PR support of the recovery that is the decisive factor in making a decision to repay the debt. Reputational impact can be prepared on the basis of the interaction of ordinary collection departments with the PR department, whose responsibilities are expanding, or the skills of organizing PR.
Accounts receivable are sold when there is an urgent need for cash. It is bought by enterprises that are debtors of the debtor. Acquisition of receivables from discount discount, they present it to the debtor for repayment at full cost. A company that belongs to the same financial group as the debtor and is interested in buying up all the debts of the holding organizations can also buy the debt. In addition, a debt can be resold to a person interested in owning the rights of claim against this particular debtor. For example, this happens when a debtor is at the stage of bankruptcy (or is being “brought” to bankruptcy) and there is a struggle among creditors for the maximum number of votes at a meeting of creditors.
If all reasonable measures have been exhausted, the creditor may recover the debt through the courts. Usually, going to court leads to a break in partnerships, but it can also serve as the beginning of a constructive dialogue with the debtor. In the future, new debtors, knowing that the supplier always resolves debt disputes through the courts, try to prevent delays in repaying the debt.
Go to court in the following situations:
The debtor does not recognize the debt or has counterclaims against the creditor;
The debtor recognizes the debt, has no claims against the creditor, has assets sufficient to repay the obligation, but is unwilling to pay or demands from the creditor preferential terms supplies;
The debtor is in a pre-bankrupt state.
In the latter case, the presence writ of execution allows in the event of bankruptcy to get into the second line of claims, which, as a rule, significantly increases the chances of the creditor to repay the debt.
Before going to court, it is important for a creditor to assess:
The legitimacy of their claims
The reliability of the evidence base,
The presence of the debtor's property or funds, which will provide a real opportunity to enforce a positive judgment for the creditor.
Methodology of work with debtors - legal entities:
Collector- employee of the company responsible for debt collection.
Sources of information on the company, employees, owners:
1. Internal resources of the system:
Database of previously checked objects, the results of their verification and further interaction;
Database of objects for which there is information about the inappropriateness of establishing business relations with them (stop list), etc.;
2. arrays of reference information
phone books,
Address directories, etc.;
3. databases with online access (resources of government agencies):
Pension Fund of the Russian Federation,
Federal Tax Service,
Federal Migration Service,
arbitration courts,
Search engines (Google, Yandex, Yahoo, etc.)
Job search sites (HH.ru, Job.ru, Superjob.ru, job.mail.ru, etc.)
- messengers (icq, quip, skype, sipnet, etc.)
Technical means of contact with the debtor:
1. Phone calls (manually: landline, mobile, robot reminder)
6. Messages on the Internet (websites, forums, chats, social networks, skype, icq)
1. It is necessary to find out how expedient it is to carry out search activities, since it can take from several days to several weeks to search for a debtor, and as a result it turns out that the debtor is insolvent.
2. When carrying out "PR" activities, it is necessary to collect and evaluate feedback: the reactions of opponents, the public, law enforcement agencies. When disseminating information that is true, the legal risks are minimal, as are the risks of a symmetrical PR response.
3. There are not so many effective methods of pre-trial debt repayment that do not run counter to the current legislation, and they all boil down to a single principle: creating the most unfavorable conditions for a client who has become a debtor for his further prosperous living. Of course, all actions are carried out only within the framework of the law. It:
1. importunity,
2. persuasion,
3. pressure
4. cunning.
4. In no case should you forget about the debtor. The impact must be permanent. Starting from the moment the contract falls into arrears, a clear total control over the debtor should be established up to the repayment of the debt. Otherwise, an absurd situation may arise: the debtor is "charged" to pay and is waiting for money, but if you do not remind him of the debt, then he, having received the long-awaited amount, will spend the money for his own needs instead of payment. To avoid this situation, the collector is obliged to systematically remind the debtor of his unresolved problem and push him to pay.
5. The task is to dispel the myth of impunity for non-payment. With his intervention, peace in the life of the debtor must end. A client who has become a debtor must clearly understand: they have not forgotten about him and will not forget. And they will continue to worry until the problem is solved.
6. The leverage on the debtor can be one of three components:
Interest: the collector creates conditions under which the client is directly interested in the speedy payment of his debt. When the collector offers the debtor to pay an amount below the specified amount, removing fines. The debtor perceives this as a financially advantageous offer and pays off his debt.
Addiction: the collector finds the client's pain point and methodically presses on it. If the debt is repaid, this dependence will disappear. Therefore, the payment arrives at the time specified by the collector.
Compromising materials: in the course of its work, the collector reveals information that may compromise the debtor or threatens to publish it.
Actions for debtors:
1. Threat to use agency links to initiate service checks:
tax,
antimonopoly,
Controlling legal software
Labor,
Migration, etc.
Informing the relevant public, self-regulatory organizations about the actions taken
2. The threat of revealing the property status of the debtor, revealing the rights to:
Real estate objects
vehicles,
Personal accounts or accounts of relatives in commercial banks etc.
Taking preventive measures to prevent the debtor from transferring his property to other persons.
In accordance with Art. 58 FZ "On enforcement proceedings» in the event that the debtor-organization does not have sufficient funds to pay off the debt, foreclosure is levied on other property belonging to it on the basis of ownership, the right of economic management or the right of operational management (with the exception of property withdrawn from circulation or limited in circulation), regardless where and in whose actual use it is located.
3. The threat of influence within the framework of criminal prosecution, including applying to law enforcement agencies in order to check the actions of the debtor for fraud and the application of the Criminal Code of the Russian Federation (Article 177 "Malicious evasion of repayment of accounts payable").
Using legal methods to ensure debt collection,
Control over the course of enforcement proceedings,
attraction bailiffs and OBEP,
Statements of a civil lawsuit in a criminal process, due to which the debt of the organization can turn into a personal debt of the head
Using the enforcement procedure
Information coverage of the legal process: posting news about the actions taken in the media, informing the public about the position of interested parties.
To seize the property belonging to the defendant and being with him or other persons, the seizure of funds on current accounts
4. Creating a threat to reputation:
1. threats to disseminate information about the current situation in the media that is relevant to reality by sending articles and comments
2. the threat of being blacklisted on the Internet, containing information about non-payers with the names of the heads of such companies,
3. writing appeals, press releases and articles about the debtor on websites, blogs, forums, social networks.
Partners
Competitors
to government agencies,
Clients, including potential
Partners
Competitors
Suppliers
Owners,
to government agencies,
Potential buyers of the organization and its property.
Accounts receivable are classified:
Companies may establish their own classifications of receivables depending on the size of their operations.
There are several ways to prevent or minimize bad debts.
If there is a risk of problems with the buyer, it is better to conclude an agreement with him on an advance payment basis. Moreover, the prepayment in this case must be 100%. Then you, as a supplier, will not have problems with debts.
When there is a counter-debt, it is possible to ship products relatively calmly without prepayment, without security and other safety nets. If there are accounts payable and accounts receivable arise, it is always possible to cover them by offsetting.
This is a rather exotic option, although undeservedly forgotten. A letter of credit is one of the forms of non-cash payments, the meaning of which is as follows: when both parties to the contract (for example, for deliveries) do not trust each other (that is, the supplier does not trust the buyer, because he is afraid that he will not pay for it, and the buyer is afraid make an advance payment because I am not sure that the supplier will ship the goods), the problem can be solved by a third independent party represented by the bank (issuing bank).
In this case, the bank opens a letter of credit: part of the funds of the buyer's current account are transferred to a special account in this bank, and the buyer does not have the right to dispose of this money for a certain period of time. The bank then informs the supplier that the money is “reserved” for him in a separate account and this money will be transferred to him as soon as he submits documents confirming the shipment.
Unfortunately, this service is not very popular. Probably because it's not cheap. But from a financial and civil point of view, this is a good option to prevent the accumulation of debt.
It must be said right away that there are no universal methods for controlling receivables. Everything is very specific, and much depends on the activities of the enterprise, its scale, the amounts that pass, customers, the market in which the enterprise operates. There are too many factors to consider. However, you can focus on several important criteria.
The maximum allowable amount of receivables is determined by calculation. It is expressed in absolute terms and/or as a percentage of revenue.
We are talking about the amount of debt that the company can afford without serious damage to financial and economic activities. This size is best set in a fixed amount, that is, in rubles. Additionally, you can set it as a percentage of revenue.
A company may have a specific deadline - 15 or 30 days, for example. But one term may not be universal for everyone she works with.
If we are talking about a key or regular client, then for him the period may be longer. After all, he, as a rule, makes large orders and regularly fulfills his obligations.
If a new client appears, in which the company is not yet sure, then it makes sense to revise the term downward. A problematic client needs to set either a minimum period, or even insist on an advance payment.
It is desirable to develop a system in which wage employee will depend on the term of the receivable.
The information collected about him plays an important role in making a decision on granting a loan to a client.
You can start by analyzing information from open sources and the information that is requested from buyers. How long have they been on the market? Which of their counterparties can be contacted for feedback? How accurate are they? A lot of valuable information for analysis can be extracted from the company's website.
It is best to personally visit the buyer's office. This will allow you to form an idea of how risky it will be to work with him.
In this case, it is important to take into account the availability of property, through which debt repayment is possible, the size and dynamics of accounts payable, potential financial difficulties and problems with solvency.
It all depends on the scale of the enterprise, but even in a small enterprise it makes sense to determine who is responsible for what in working with receivables, how responsibility is distributed.
From the point of view of logic, the commercial department should be responsible for granting a deferred payment, to exercise control over the current receivables. The area of work of the legal department is doubtful and uncollectible receivables (personal meetings, negotiations, correspondence, claims, statement of claim). Accounting includes accounting, control over registration and write-off of receivables.
