Banks are experts in lending; your company isn’t. I know that sounds really simple but the fact is that companies like yours lend the use of your “money” to their customers all the time by allowing them to purchase goods or services on credit. The reason is simple: in the short term, your customer can buy from you on credit, use that product to make money and then repay that money back to you.
At least that’s how it’s supposed to work. Unfortunately, due to their banks restricting access to cash, your customers might now buy your product on credit, get paid and then use that money for something else rather than paying you. Now you’re a banker, because that’s what a bank does. The only difference is that the bank has complete financial information on your customer and secures their assets before loaning out money. You, most likely, are just looking at other creditors’ actions and matching everyone else’s offers.
Often when customers “borrow” from you, you think you’re helping by providing them all this free credit. You’re trying to help the customer, but you’re putting your own cashflow in jeopardy because you go into the deal not understanding the risk and then end up borrowing the money to finance your customers: some of whom will never be able to repay you.
What should you do if you’re caught in this dangerous cycle? Increasing your due diligence in extending credit is the most obvious solution. Another is to stop shipping to those who are significantly past due (twice terms or more). Even if you don’t do the due diligence up front, you can insist that they have to pay you on time now. This is the model the utilities companies use. They’ll let you use their utilities for a month or two, but then if you don’t pay, they’ll shut you off.
If you want to do more, alter your sales commission structure so that it pays Sales when the money comes in, not when the sale is made. Another strategy is to service charge customers for past due balances.
You need to understand that extending free, uninterrupted credit is not actually helping some of your customers. Trade credit is not a substitute for bank credit. You are taking all the risk without enough reward. There’s a reason why you aren’t in the banking business; you’re in the trade credit business.
Thursday, June 3, 2010
Creating a Low Risk Credit Portfolio
Many mid-sized businesses can name their top ten customers by sales volume but have no simple way to determine their top ten biggest credit risks. If you’re in one of these companies, you may feel it’s inevitable that you’ll have to write off a certain percentage of sales as bad debt. Mind if I shock you by saying it’s possible to create a credit department that has no write-offs? It is.
We have a client whose gross margins are about 2%; they are in a high risk industry and they invited us in to design a credit system with zero tolerance for write-offs. One bad credit decision could wipe out their year’s profit. Your business probably doesn’t need to be that strict, but I want to emphasize that it is possible to have very low or zero bad debt in your company. Most companies I talk to don’t understand that they could get to zero if they wanted to.
How do you do this? Start by having every company that buys from you formally apply for credit. Smaller companies and those growing quickly tend to allow anyone to order from them without even asking what the legal name of the entity is. Often we only find this out by looking at the checks where the legal name must appear. If a lot of your business is not done on contract, you need to have the customer sign YOUR contract, your credit application, to at least put them through a process that collects basic information about their company. Essentially you want them to apply for credit terms, though you may not describe it that way.
You don’t have to tell your customers, “We want you to apply for credit.” Often we describe the credit application form we use to collect information as a “customer profile.” For both new and existing customers, it’s easy to say, “Could you please fill this out so we can get you set up in our system?” or “We’re updating our files for 2010 and we’d like you fill out this profile to make sure we’re up to date.”
Once you have this information, it’s your credit department’s job to analyze the risk and recommend how much you should take. By knowing the amount of risk your customers represent, you can make stronger choices. For high risk customers, don’t give them the best deals and pricing, and consider not shipping to them when they become past due. You don’t need to refuse to sell to high-risk customers, but you can ask them to pay cash, use a credit card, partial down payment, or a Letter of Credit for security.
As in the example I mentioned at the start, you need to realize that the lower the margin, the more due diligence you need before you extend credit to a customer. You may want to segment your customer list and take more risks only where the margins are higher (perhaps on services, which tend to be higher margin than products).
How did our client reduce their risk to zero? All of their customers sign a credit application and they have very short terms. They don’t allow any account to buy on credit without verifying bank balances, and they call all customers when invoices age just a few days past terms. Your business probably doesn’t need to be this strict, but by having current information from all your customers, you can make wise decisions about how much credit you can afford to extend to them.
We have a client whose gross margins are about 2%; they are in a high risk industry and they invited us in to design a credit system with zero tolerance for write-offs. One bad credit decision could wipe out their year’s profit. Your business probably doesn’t need to be that strict, but I want to emphasize that it is possible to have very low or zero bad debt in your company. Most companies I talk to don’t understand that they could get to zero if they wanted to.
How do you do this? Start by having every company that buys from you formally apply for credit. Smaller companies and those growing quickly tend to allow anyone to order from them without even asking what the legal name of the entity is. Often we only find this out by looking at the checks where the legal name must appear. If a lot of your business is not done on contract, you need to have the customer sign YOUR contract, your credit application, to at least put them through a process that collects basic information about their company. Essentially you want them to apply for credit terms, though you may not describe it that way.
You don’t have to tell your customers, “We want you to apply for credit.” Often we describe the credit application form we use to collect information as a “customer profile.” For both new and existing customers, it’s easy to say, “Could you please fill this out so we can get you set up in our system?” or “We’re updating our files for 2010 and we’d like you fill out this profile to make sure we’re up to date.”
Once you have this information, it’s your credit department’s job to analyze the risk and recommend how much you should take. By knowing the amount of risk your customers represent, you can make stronger choices. For high risk customers, don’t give them the best deals and pricing, and consider not shipping to them when they become past due. You don’t need to refuse to sell to high-risk customers, but you can ask them to pay cash, use a credit card, partial down payment, or a Letter of Credit for security.
As in the example I mentioned at the start, you need to realize that the lower the margin, the more due diligence you need before you extend credit to a customer. You may want to segment your customer list and take more risks only where the margins are higher (perhaps on services, which tend to be higher margin than products).
How did our client reduce their risk to zero? All of their customers sign a credit application and they have very short terms. They don’t allow any account to buy on credit without verifying bank balances, and they call all customers when invoices age just a few days past terms. Your business probably doesn’t need to be this strict, but by having current information from all your customers, you can make wise decisions about how much credit you can afford to extend to them.
Finding Cash in Your Credit Department
Most mid-market companies understandably focus far more effort on sales than on their credit management. You may think the best way to bring in more cash quickly is to increase your sales; you’d be surprised how much cash you can find when you look inside your own credit department
In the last few years, during the recession, we’ve seen more mid-sized companies extending more credit to their customers, especially as banks are lending less. Your company isn’t set up to lend the way a bank does, and yet you may find yourself in a situation where customers are owing you substantial amounts of money that are 90 days or more past due. That might sound like very bad news, but there are techniques for turning that receivable into cashflow for your company.
One technique is to set up installment plan notes for repayment over a period of three to 18 months. We implemented this recently with a client who had been allowing some of their customers to pay whenever they wanted. In this case, nearly 100 customers owed over $1 million in bills aged 90 days or more. These customers had simply gotten in over their heads; most weren’t trying to dodge their obligations and wanted to continue to do business with our client.
We worked with our client’s customers to set up secured installment notes and allowed customers to pay down their debt at a scale that worked for them. For security, we filed UCC’s on the new notes in the event the customer defaulted, went into bankruptcy, or tried to sell the business without paying us. With each customer, we discussed their budget to find the right amount of frequency and dollar amount for their recurring payment. The previous strategy of calling every week and obtaining small payments was frustrating for both sides. No improvements were made as old balances were simply offset by new sales. Our installment note plans called for new sales to be made on COD so the balances didn’t increase.
As I write this, nearly 60% of that $1 million has been paid back to our client. Only 14% of the notes have gone into default. Setting up this system gave our client an extra $50,000 to $75,000 a month in cashflow. We implemented this system while sales were declining because of the recession, bringing in cash our client never expected to see. In addition, this plan allowed them to salvage relationships with many good customers who wanted to continue buying from our client but had been slipping further and further into debt.
I hope more mid-sized companies will realize the potential cash available to them through smart credit management practices. Your credit department doesn’t have to be a source for only bad news. With the right techniques, you can turn your credit department into a source of support for your business goals.
In the last few years, during the recession, we’ve seen more mid-sized companies extending more credit to their customers, especially as banks are lending less. Your company isn’t set up to lend the way a bank does, and yet you may find yourself in a situation where customers are owing you substantial amounts of money that are 90 days or more past due. That might sound like very bad news, but there are techniques for turning that receivable into cashflow for your company.
One technique is to set up installment plan notes for repayment over a period of three to 18 months. We implemented this recently with a client who had been allowing some of their customers to pay whenever they wanted. In this case, nearly 100 customers owed over $1 million in bills aged 90 days or more. These customers had simply gotten in over their heads; most weren’t trying to dodge their obligations and wanted to continue to do business with our client.
We worked with our client’s customers to set up secured installment notes and allowed customers to pay down their debt at a scale that worked for them. For security, we filed UCC’s on the new notes in the event the customer defaulted, went into bankruptcy, or tried to sell the business without paying us. With each customer, we discussed their budget to find the right amount of frequency and dollar amount for their recurring payment. The previous strategy of calling every week and obtaining small payments was frustrating for both sides. No improvements were made as old balances were simply offset by new sales. Our installment note plans called for new sales to be made on COD so the balances didn’t increase.
As I write this, nearly 60% of that $1 million has been paid back to our client. Only 14% of the notes have gone into default. Setting up this system gave our client an extra $50,000 to $75,000 a month in cashflow. We implemented this system while sales were declining because of the recession, bringing in cash our client never expected to see. In addition, this plan allowed them to salvage relationships with many good customers who wanted to continue buying from our client but had been slipping further and further into debt.
I hope more mid-sized companies will realize the potential cash available to them through smart credit management practices. Your credit department doesn’t have to be a source for only bad news. With the right techniques, you can turn your credit department into a source of support for your business goals.
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