The Octempo:RM Blog

Bank lending to small businesses in June was over a third lower than in the previous year, despite the British Bankers’ Association (BBA) claiming that its members were making loans of around £27m to small businesses every day. Total loan value in June 2010 was £598m but this is a 31% drop on last year when loans for the same month reached £867m.

We are past the halfway point of 2010 and so far monthly average for lending to small businesses is around half the amount banks lent two years ago. 

So, forget the spin that the state owned banks want us to believe. The real story is the trend that shows lending is going down and considerably decreasing. Fortunately it appears that Vince Cable is at least on top of this, having warned bankers that their bonuses could be linked to lending - a statement likely to get their attention.  

It's unlikely to change in the short term though and, as always, there is a solution easily at hand - get your customers to pay your invoices on time.

Sounds simple but newly released Business Link data shows that nearly half of UK small and medium sized businesses have no efficient system in place to chase unpaid invoices. Efficiency is one thing but effectiveness is more fundamental. Many businesses use very traditional credit control processes with a lot of manual correspondence and little use of the phone.

If you fail to be pro-active in chasing up your invoices then you will get what you wish for. A lot of credit controllers I've come across are actually afraid of using the phone, largely because they only chase invoices after they are overdue so every phone conversation is negative and defensive. It doesn't need to be this way. Pro-active credit control and invoice chasing is really just good customer services and handled properly can boost the professional reputation for your company.

Next time you're looking at your cash flow and bank balance, take a look at how long your debtors take to pay before you pick up the phone to the bank. 

We all love our customers, but some demand a disproportionate amount of our time when it comes to getting paid. All businesses have them: they are well meaning but disorganised; great business partners but just awful at paperwork. And if you're not careful they divert your credit control resources away from good paying customers and before you know it you've got credit control challenges everywhere.

If this has happened to your business, or is about to happen, follow these simple steps to avoid it hammering your cash flow:

1. Take a look at your customer list and the average days they take to pay. If you're not sure how to do this take the month end debtor balance, divide it by the annual turnover of that customer and then multiply by 365 days. This will give you a rough measure of the number of days an invoice from your business remains unpaid
2. Compare this list to the standard terms you give your customers. Surprised? Most companies are and that's why it's a useful activity
3. Of those customers who pay late, try and estimate how much time you spend chasing invoices each month. Then do the same for the good payers. Big difference isn't it

Chances are that your good payers will also start to take longer to pay as you divert more credit control resources to the slow payers and away from the good payers. Remember, many businesses don't pay invoices until they are chased for them, on the basis that 'if you don't chase you don't need the money'. I'm not suggesting this is good practice but it is often the reality.

So, you've done the analysis and identified the problem, but what's the solution? You either take it on the chin and suffer, or do something about it. If you want to do it yourself internally then you will probably need to hire more people, but is this the most cost effective solution. A better idea would be to pass these customers out to a third party to manage - you pay for what you use, get access to their software and efficiencies, and allow your staff to focus their energies on strengthening the relationships with your good payers. The third party, either working in your name or theirs, can then work on improving the payment behaviours of your consistent late payers.

There you have it - how to avoid 20% of your customers consuming 80% of your credit control resources, and boost cash flow.

Whilst we successfully support a large number of clients who trade overseas we are constantly reminded of how important cultural understanding is when it comes to successful debt recovery. It's not just about language, though clearly without it you are unlikely to make any progress at all in getting paid - in France for example, attempts to collect debt in English will generally result in the call being ended abruptly.   

To illustrate the point about cultural awareness, we recently signed up a client with significant debt collection needs in Russia. Russia is a distinct cultural environment when it comes to business and debt collection - a fact which the following case study explicitly highlights.

One particular debt placed was for £25k. The debtor was an established company in Moscow and the contact was a Mr. Fydorov (the names have been changed):

• Our first contact attempt was met with a stonewall - not unusual
• The second attempt was slightly more successful in that we were informed that Mr. Fydorov was on a special project for 5 months and was not contactable
• Undeterred, our third attempt resulted in a conversation with Mr. Fydorov's deputy
• The fourth attempt still didn't result in speaking with Mr. Fydorov but we started to build a relationship with his deputy
• The fifth contact received a sympathetic response from the deputy, and an outline of a way forward
• After further correspondence exchange the debtor sent a letter offering settlement close to the value of the original debt

There are three main points to take away from this if you want to collect international debt successfully:

• Persistence is key
• You have to speak the language
• You absolutely have to understand the culture

In the above example we used a Russian national on the team, based in our main office in Warrington, and they fully understand the subtle nuances that would generally pass even a fluent Russian speaker by if they were not a Russian national. It also helps to be able to manage the process from within your home country too - the cultural differences work at both ends of the process and often UK companies can become frustrated by dealing with the cultures of debt collection partners based in a particular country.

For more information on our Russian debt recovery services please visit http://www.octempo.com/Debt-collection-recovery-russia.aspx 

Newly released Business Link data shows that nearly half of UK small and medium sized businesses have no efficient system in place to chase unpaid invoices. Implicit in this statement is that systems do exist. Efficiency is one thing but effectiveness is more fundamental, yet the two are closely related. Many businesses use very traditional credit control processes with a lot of manual correspondence and little use of the phone. A lot of credit controllers are actually afraid of using the phone, largely because they only chase invoices after they are overdue so every phone conversation is negative and defensive. 

Equally, in smaller businesses it is a real challenge to employ, in one or two credit controllers, the mix of skills required to effectively support trading, manage credit risk and minimise DSO. Modern businesses realise that credit control is an increasingly specialised area and needs to be resourced and managed as such. 

With increasing levels of business fraud, heightened credit risk and delayed payment by customers, effective cash management and credit control has never been more important. Today's credit control team needs to have a broad range of skills and software tools to support the business. Look at your team. Does it meet the demands of your business today and tomorrow? If not then you need to take action, but before your recruit take a look at outsourcing. You will get a higher skill level at a lower cost. For smaller businesses you can get a full time credit control provision for the cost of a part-time clerk.      

One of the great aspects of the Christmas break is it allows time to spend with family, to switch off from the pressures of day to day business and reflect on the passing year. Most of us will look to the New Year with optimism and a sense of hope and, in the run up to a general election, our politicians currently holding power will encourage this feel good mood. There will be many upbeat phrases deployed over the coming weeks - 'emerging from recession'; 'the worst is over'; 'economy starts to pick up' - but a cautious optimism is by far the safer route.   

A word of caution though. Whilst we may well be seeing the start of the end of the recession no business should neglect cash flow or credit control. The dead cat bounce - when a cat falls from a tall building, dies on impact with the ground but bounces up and gives the appearance of still being alive - is the perfect analogy of those commentators predicting the start of economic recovery. 

We still have a huge deficit to deal with and, like it or not, it will need to get repaid. This will mean increased taxes and cuts in public spending. Insolvency body R3 has warned that the next few months could be the most dangerous time for businesses. Matt Dunham, North West regional chairman of R3 and a partner at Grant Thornton, said: “Once the recession ends, there is a delay before businesses start to feel a sense of relief.” R3 estimates the number of corporate insolvencies will reach 26,675 in 2010, with March being the worst month.

However, there are actions all businesses can take to protect themselves from defaulting debtors:

1) Credit policy and trading terms - establish, communicate and enforce

2) Credit checking - new customers. Existing critical customers. Make sure you understand the information you receive

3) Pro-active credit control - regular scheduled contact early in the cycle after invoice issue. Allocate specific resources and incentivise against cash collection targets. Keep close to your customer

4) Invoice queries - deal with them quickly and professionally and analyse what causes them. Go and fix the cause rather than always dealing with the effect 

5) Good housekeeping - make sure your data is always up to date - contact details, payments received and correspondence

6) Always do what you say - threatening to escalate a debt and then doing nothing wastes your time, makes you look a chump and worsens the likelihood of forcing a debtor to pay