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Usually vendors use a credit application to collect information about a new customer and establish credit and contractual terms. Unfortunately, often the credit applications we see are deficient in key items necessary to protect our clients in the event their customers become delinquent. Below are some of the most painful situations we see at our commercial collection agency:
· The contact information is not complete, allowing the customer to avoid you;
· There is no acceleration clause included so that in the case of delinquency, all amounts owed are immediately due;
· No clause is included making the customer liable for all collection costs in the event of default;
· No clause is included making the customer responsible for attorney costs;
· Provision for jurisdiction, litigation venue and law is incorrectly worded;
· No clause allowing creditor to evaluate personal credit of business owner;
· No personal guaranty language is included;
· Signature block design is inadequate.
These items are not important if your customers all pay on time. However, these credit application problems can cause lower recoveries if your customer becomes delinquent and you send the claim to our third party collection agency. Yes, we have an 85% success rate on viable claims, but our clients are frequently forced to accept less than what is owed or longer payment plans because of the credit application problems listed above.
A big reason for this is due to companies developing their credit applications without considering the debt collection process. In addition, the attorney working on the credit application is probably not a specialist in contingency based debt collection litigation. Nor do the credit professionals involved have direct work experience at a third party collection agency which would give them insight into what can make a big difference in the debt collection process. Finally, often companies design their credit applications based upon other credit applications they have seen, keeping the same poor wording and omissions.
Unfortunately, until now there has been no single easy to find comprehensive credit application resource. We know, because we have frequently tried to find one to give to our clients.
We did find an ebook by The Credit Research Foundation called “In Search of the Perfect Business Credit Application” which sells for $10. Published in 2005, this 14 page ebook provides an excellent summary of a number of topics based on evaluation of nearly 100 credit applications. For the price, this ebook provides a lot of value, but it does not address many of the issues we deal with frequently at our collection agency. CreditToday subscribers have access to lots of articles relating to these issues (including several authored by me), but the information is presented piecemeal and is not comprehensive, and the same holds true for the other resources we came across.
This is the reason we have created the 77 page free ebook: The Credit Application Handbook. This ebook covers all the issues listed above and also provides sample language to solve each of these issues. The ebook also includes:
· A check list containing 40 items to help evaluate existing or proposed credit applications:
· 19 sample credit applications including our favorite two;
· A list of information to collect to evaluate a potential customer’s creditworthiness;
· A list of information to collect if a customer stops paying;
· Terms of granting credit;
· Terms to include to protect creditor if the customer goes delinquent;
· Other terms to include which govern the commercial relationship;
· Sample language for each term discussed;
· Signature block design recommendations;
· General advice on how best to utilize credit applications when making credit decisions.
The check list is designed to help you identify deficiencies in your current credit application. The ebook navigation allows you to go directly to specific sections and the sample language options to cover each issue. There is one sample provision that I can guaranty will save creditors thousands if not tens of thousands per year that has never been seen before because it is original based upon our years of commercial debt collection experience.
Please check out our ebook and share it using the social media icons listed below or any preferred means with other credit, accounting and business professionals. We welcome your comments and suggestions – we will update the ebook with new commentary and information when appropriate.
Creative Ideas Solve Credit Risk Problems - How One Credit Manager’s Cre¬ativ¬ity Made the Big Sale Possibleposted on 2014-07-16 by Dean Kaplan
Most credit managers have been in this situation: the company wants to make the big sale, the buyer is ready, but their credit situation doesn’t make a standard transaction possible. Bud Rule, who has 40 years of credit experience, recently shared this story of a creative solution he used years ago.
Their company was gearing up for the big annual trade show. A salesman was working with a dealer to place a large at the show. This was a long-term customer so everyone was happy. But, one problem: the customer had shown slowness in repayment and the approved credit limit was not sufficient enough for the order.
Bud traveled to the trade show a couple days in advance for a variety of reasons, including to meet the customer face to face the day before the show started. The customer explained the unusual circumstances that resulted in their current predicament. Bud discussed all the typical methods that the customer might use to generate immediate cash or become more credit worthy, but nothing panned out.
Bud was under a lot of pressure to figure something out. Management wanted the inventory sold. The salesman wanted his commission. And now a long-term customer was upset that he was being told “No” on a deal that would really help him.
During the conversation, he couldn’t help but notice the customer’s HUGE diamond ring. In a moment of inspiration, he asked the customer if he was willing to put the ring up as collateral. They went out and got it appraised right then and Bud took it back and locked it in the company safe. When the invoices were paid a few months down the road, Bud offered to fly back and deliver the ring. The customer was so happy with how things worked out that he flew to corporate to say thank you and put the ring back on his finger.
Bud told me “So many people look at the Credit Department as the ‘Sales Prevention Department’. I’ve worked throughout my career to make it the “Assist Sales Department”. I’m sure many credit professionals can relate to this.
Bud has had a long and quite productive career. At this stage, he is no longer looking for that high profile credit manager position and salary. He just wants to stay active (full or part-time) in the credit and collection field. So anyone who could use a highly experienced professional for daily routine matters or to help improve things, check out Bud’s profile on LinkedIn.
And a shout out to all AR professionals: please contact me if you have a story where you have creatively solved a credit problem. I want to share more examples with our community so we can all learn from each other.
A Credit Manager’s Creative Way of Saving Customers
Want to see a salesperson squirm with displeasure: just tell them the account for a long-term customer is being sent to a collection agency. The salesperson has visions of rogue debt collectors badgering their customer with threats of bad credit references, legal suits, judgments and garnishments, caring only about collecting a few dollars and no concern about preserving relationships. They assume that once the customer has been through this ringer, he’ll never talk to the salesperson again.
Of course, this customer hasn’t been talking to the salesman since his account went past due and his credit availability was suspended. At the last industry trade-show, the salesman saw his customer coming down the aisle, but then abruptly turn away when brief eye-contact was made. Presumably the customer was embarrassed that his account was delinquent and didn’t want to face the salesman he let down. The salesman’s nightmare got worse when later that day he saw the customer in another booth negotiating his first-ever purchases from a competing brand.
Unfortunately, at the moment the customer is not a customer any more. And the longer the account is allowed to stay delinquent, the lower the likelihood he’ll return to being a customer. While he can’t buy from your organization, the customer is working to develop new sources and relationships. Positive experiences with new vendors can lead to permanent lost sales for historical vendors. And the incentive to pay invoices to ‘historical’ vendors during cash-crunches also goes down.
One enterprising credit manager we know has taken a novel approach to the delinquent account process. Their goal is to ‘Save Customers’ for the sales department. He believes it is much easier to resurrect a previous customer than to generate a new one, and in the process, gain the respect and appreciation of the sales department and senior management.
Here’s the 4 step process he uses to Save Customers:
The results of this program have been astounding for over a decade. Over 70% of claims are collected within 30 days of placement with the agencies (including our agency), and over 60% of these companies place new orders within 90 days. Over 85% of all claims are collected, so actual write-offs are minimal. It is extremely rare that a customer ever allows their account to become delinquent again — they know this company means business when it comes to its receivables terms.
An added benefit is that senior management realizes the fees paid to collection agencies to save a customer were nominal in comparison to what it costs to get a new customer. So now when a salesperson hears that “this customer needs special attention”, they know they are likely to have a “saved customer” and new orders in the next quarter. And the Credit Manager is perceived as profit contributor and strategic thinker, with the respect and compensation that comes with that accomplishment.
The federal government needs money. I get it.
The Internal Revenue Service has a significant number of overdue tax debts it needs to collect. More than 5 million taxpayers were delinquent near the end of April, according to the agency.
But a proposal to allow the IRS to turn over those delinquent accounts to private debt collection agencies isn’t the solution. It’s a bad idea, used before — in the late 1990s and again in the last decade. Both times the outsourcing failed.
Many people are already scared of the IRS if they owe money. I see little upside to this already tenuous relationship if we return to having private collection agencies go after tax delinquents.
This is also what Nina E. Olson, the national taxpayer advocate, said in a 21-page letter to the chairmen and ranking members of the congressional tax-writing committees. Ms. Olson noted that she and the Office of the Taxpayer Advocate were involved in the private debt collection program between 2006 and 2009.
“Based on what I saw, I concluded the program undermined effective tax administration, jeopardized taxpayer rights protections, and did not accomplish its intended objective of raising revenue,” Ms. Olson wrote. “Indeed, despite projections by the Treasury Department and the Joint Committee on Taxation that the program would raise more than $1 billion in revenue, the program ended up losing money. We have no reason to believe the result would be any different this time.”
Ms. Olson is also concerned that collection efforts would put a “bull’s-eye on the backs of low-income taxpayers,” who make up an overwhelming majority of folks whose accounts would be turned over to debt collectors.
I fear, as Ms. Olson does, that private debt companies driven to collect as much revenue as possible will result in overly aggressive collection tactics, including pressuring people to agree to payments they can’t possibly afford. If someone then defaults, it can cost more money to go back and establish a fairer payment plan.
“Low-income taxpayers often lack financial savvy and are terrified of what a debt collector might do to their lives,” Ms. Olson wrote.
The Federal Trade Commission has been regularly going after and sanctioning debt collectors for bad and illegal behavior. Debt collection is among the top consumer complaints received by the FTC.
Here’s something else about the pending tax-collection legislation that should cause concern. It would require the IRS to send delinquent cases arising from the Affordable Care Act to private debt collectors.
The collection agencies could get cases under two scenarios. With the ACA, people shopping on the health exchange may qualify for a tax credit to help pay for insurance. But consumers who receive too much of this subsidy must pay back the excess. Additionally, individuals and their dependents are required to have minimum essential health insurance unless they qualify for an exemption. If it’s determined they were in the financial position to pay for coverage and don’t fall under an exemption, they face a penalty for being uninsured, which they have to pay when they file their federal income tax returns.
The IRS is responsible for collecting in both instances. The IRS can snatch refunds to satisfy the debt. However, the agency is prohibited from using its usual tough collection tools to collect payments.
“If debt collectors come to be seen as the public face of the ACA, I am concerned that could make the IRS’ job more difficult as it tries to balance its twin missions of revenue collection and benefits administration,” Ms. Olson noted.
The proposal was introduced by Sen. Charles E. Schumer, D-N.Y., and has bipartisan support. But some congressmen and a consortium of 15 civil rights and consumer groups, who also penned a letter to senators, oppose the plan, as does the IRS Oversight Board, a nine-member independent body charged to oversee the IRS. The board also sent a letter to Senate and House leadership objecting to the proposal to use private debt collectors.
“The experiment has failed twice and there is nothing to lead us to believe it will not fail again,” the board said.
What’s the saying? Fool me once, shame on you. But fool me twice, shame on me. Using private collection agencies for tax debt is a foolish, foolish idea.
We don’t know anyone who actually wants to make it harder to collect invoices, but here are some common issues that result in this scenario.
Repeatedly Invoice Incorrectly
Develop a reputation with your customer for sending invoices with wrong information is a great way to end up at the bottom of their list to process. Regardless of the cause (e.g. wrong prices, back orders, miss shipments, incomplete purchase orders), the result is delayed payment.
If you won’t listen to them, why should they listen to you?
Delay Resolving Disputes
You cannot collect while a dispute is unresolved. Regardless of the reason (too busy, can’t get internal cooperation, can’t locate documents, etc.), the longer it takes you, the longer your payment gets delayed. Wait long enough, and it becomes even harder as the necessary information, including people’s memory of the transaction, is more difficult to compile.
Keep sending automated, increasingly nasty letters on disputed invoices that you haven’t had time to deal with to resolve. Keep reminding them of your failure to address the issues while threatening to take escalated action against them. They’ll remember this unpleasant treatment long after the particular dispute is resolved.
Bounce Them Around Your Company
“I can’t answer that question; you need to talk to _____”. Make it their job to sort things out with the various people in your company.
Treat All Customers The Same
Sure, policies and procedures are required for efficiency and effectiveness. But not all customers are alike. Refuse to develop different approaches, or even policies and procedures, and you can end up with repeated payment issues.
We get a large number of claims at our B2B collection agency that reflect one or more of these issues. We’ve become experts at dispute resolution with resultant debt collections while trying to preserve vendor-customer affinity. We understand that for clients where this is a rare occurrence, turning it over to us for the intensive time commitment and expertise required makes economic sense. But, we have concern for our clients and their long-term customer relationshipsif we see this too often.
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