In the course of non-cash payments between organizations, receivables and credits arise.

Accounts receivable- this is the debt of any enterprises and persons in favor of a given enterprise.

The level of accounts receivable is determined by many factors:

• type of product for which payments are made
• market capacity
• degree of market saturation with this type of product
• applied forms of non-cash payments for these products

When analyzing you should establish the dynamics of accounts receivable, i.e. change in its size over the analyzed period; consider its composition, i.e. for which specific enterprises and persons it is listed and in what amounts; find out the timing of debt.

Overdue accounts receivable

Particular attention should be paid to identifying unjustified and overdue accounts receivable.

Unjustified debts include:

• debts of debtors for shortages, embezzlement and theft;
• debt of the capital construction department of this enterprise, resulting from violations of financial and budget discipline;
• goods shipped but not paid for on time by buyers.

Accounts receivable for which the limitation period of three years has expired is written off to the financial results of the organization as a loss.

Other receivables

Based on analytical accounting data, other receivables should be examined in detail. It consists of various items of calculations of a commodity and non-commodity nature.

In particular, it includes:

• settlements with buyers and customers for scheduled payments and other settlements;
• debt owed by accountable persons for funds issued to them for business trips, administrative and business expenses, etc.;
• debt of tenants for rent and utilities, etc.

To optimize the amount of accounts receivable, the selection of potential buyers and the determination of payment terms for goods are of great importance.

Accounts receivable analysis can be done either solid, or selective method. This depends on the size of the debt, the number of settlement documents and the number of debtors themselves.

There are a number of indicators, both absolute and relative, characterizing accounts receivable.

First of all, it is used here absolute indicator of overdue receivables given in the appendix to the balance sheet (form 5). Overdue debt is considered to be a debt for which a period of three months has expired from the date of its repayment.

An important indicator is accounts receivable turnover, defined by the following formula:

Let's move on to consider accounts payable.

Accounts payable- this is the debt of a given enterprise to other enterprises and persons: for payments to and from suppliers, contractors, personnel and other creditors. In a broad sense, accounts payable can also include debt to banks and other enterprises to repay loans received from them (both short-term and long-term).

The composition and dynamics of accounts payable of the analyzed organization can be seen from the following table: (in thousand rubles)

Indicators	For the beginning of the year	At the end of the year	Change per year
1. Arrears of payments to the budget
2. Arrears of payments to extra-budgetary funds
3. Debt to suppliers for accepted payment documents, the payment terms of which have not yet arrived
4. Debt to suppliers for settlement documents not paid on time
5. Debt to suppliers for uninvoiced supplies
6. Salary arrears to staff
7. Debt to other creditors
Total accounts payable

The amount of accounts payable increased during the reporting year by 30 thousand rubles, or 10.1% (30/297 * 100).

Unjustified accounts payable

The analysis should identify unjustified accounts payable.

These include:

• overdue debts to suppliers for settlement documents not paid on time;
• debt to suppliers for uninvoiced supplies.

Such debt arises if an enterprise receives materials from suppliers, but payment documents for them have not yet been received either by this organization or by the bank servicing it.

It is necessary to establish the dynamics of accounts payable, consider its composition according to the organization’s analytical accounting data, and also find out the timing of its occurrence.

Unclaimed accounts payable, for which the limitation period of three years has expired, is added to the profit of this organization.

Other accounts payable

According to analytical accounting data, other accounts payable should be examined in detail. Just like other accounts receivable, it consists of various settlement items of both a commodity and non-commercial nature. Other accounts payable include unclaimed deposit amounts, outstanding claims, etc.

When analyzing other accounts payable, one should consider its composition, the timing of its formation, and the causes of the debt.

In order to have more accurate information about the analyzed enterprise, it is necessary to compile payment calendars, which compare upcoming payments and cash receipts in terms of their terms.

The indicators characterizing accounts payable are the following. This absolute indicator of overdue accounts payable, which is reflected in the appendix to the balance sheet (form 5). It shows the amount of debt for which the three-month period has expired after the date of its repayment.

The relative indicator is accounts payable turnover ratio, which reflects the number of turnovers of this debt during a certain period.

Another relative indicator is payables repayment period, otherwise - the duration of its turnover in days. It is determined by the following formula:

The number of days in a given period (in a year - 360) divided by the turnover of accounts payable (the number of turnovers for a given period).

If the previous indicator is expressed as an abstract number (number of revolutions), then the last indicator is measured in days. Both of them characterize the turnover of accounts payable.

Thus, the analysis of receivables and payables is important for characterizing the stability of the financial condition of the enterprise.

The presence of overdue accounts receivable on the balance sheet is typical for any enterprise. In the course of commercial activities, mutual receivables are often formed between partner companies.

In many ways, the presence of receivables indicates active cooperation with counterparties, thereby being part of the assets. When it becomes overdue and its volume exceeds accounts payable, one can make an assumption about the financial instability of the enterprise.

The concept and signs of overdue receivables on the balance sheet

Experts say that “accounts receivable is the amount that is due to an enterprise from legal entities and individuals as a result of economic relationships between designated persons. Most often, debts arise after sales on credit.”

It has been noticed that without accounts receivable there is not a single economic entity:

• To the debtor is given the opportunity to use additional free working capital;
• For the lender is an opportunity to expand the sales market for your goods, services or works.

Accounts receivable are conventionally divided into normal and overdue:

• In the first case, the payment period for the services provided or goods has not yet arrived, but the buyer already has ownership, or the supplier has received the agreed advance.
• Overdue receivables occur when the buyer fails to pay the contractually agreed amount when due.

In turn, the delay is divided into doubtful and hopeless.

• Doubtful any debt that arises in case of failure to pay on time for the goods, works or services provided is considered. And when it is not secured by any collateral, someone’s guarantee or a bank guarantee.
• or debts that cannot be collected become such if the statute of limitations for them has expired. When, in accordance with civil law, any obligation is terminated, and on the basis of a government agency or liquidation of an organization, the impossibility of fulfillment is recognized. On the liquidation of bankrupt enterprises.

Signs of overdue receivables and payables

Any type of debt from an accounting point of view is the amount or volume of funds that have not been received to the company’s account from counterparties for services rendered or goods supplied, but are available on the balance sheet. Not only financial assets, but also property rights can be considered as debt. As part of debt control and management, only those debts that meet a number of criteria are classified as overdue.

The main sign is the expiration of payment terms under the contract. If the agreement provides for the payment of the debt amount in specific monthly installments, then skipping the next payment of funds also allows the debt to be considered overdue.

In many respects, this understanding is due to the fact that the contract may provide for penalties for violation of deadlines in a fixed amount or percentage, in this case we are talking about penalties. Thus, overdue accounts receivable can bring additional income to the company. The same opportunities are presented by accounts payable.

The expiration of the statute of limitations is the basis for transferring overdue accounts payable and also receivables to the category of bad debts.

The main sign of delay is the expiration of payment terms under the contract.

Grounds for bad debt: statute of limitations and liquidation

Bad debt is considered to be more difficult to obtain and easier to write off. For this purpose, the legislation provides the following grounds:

1. When the statute of limitations on a debt obligation has expired. According to the Civil Code, it is equal to three years.
2. When the debtor organization is liquidated or declared bankrupt.
3. When enforcement proceedings have already been initiated on a debt obligation. But after carrying out all the actions provided for by law, the bailiff terminates the proceedings due to the fact that such a debt cannot be collected. It is assigned a category. The bailiff may make such a decision because the whereabouts of the debtor are unknown, or he does not have property and funds that can be used as a means of repaying the debt obligation.

Accounting issues: how to calculate and write off debts

Regardless of the nature and characteristics of the debts, until the moment of write-off, their amount remains on the balance sheet.

Accordingly, if urgent measures to collect debts are not successful, it is necessary to calculate the amount of debt and write them off.

• The grounds for writing off overdue debts are: Inventory data
• allowing you to determine which category of debt should no longer be reflected on the balance sheet; The fact that it is impossible to collect the debt
• , having a written justification; Direct written instruction

head of the organization.

Write-off points for any enterprise, regardless of the form of its organization, are mandatory.

The procedure for carrying out all activities is described in the relevant methodological recommendations. The very basis for writing off overdue debts is regulated by the Regulations on Accounting.

Taking into account exactly what kind of debt is written off, a certain package of documents is formed.

First of all, the amount of debt is calculated, for this purpose an inventory is carried out. Overdue accounts receivable also belong to the property of the enterprise, and therefore are subject to inventory. This is what a document is drawn up confirming the presence of debtors’ debts on the balance sheet and their volume.

Such a document is considered to be the Inventory Act of settlements of form No. INV-17 with buyers, debtors, and creditors. This act confirms the facts when the debt arose, information about the debtors, the amount and period of the overdue obligation. act form for writing off accounts receivable. An accounting certificate is also additionally drawn up indicating the following points:

• Details of the debtor;
• Amount of liabilities;
• Justification of debt and primary documents;
• Date when the debt was formed;
• A document confirming that measures have been taken to obtain the claim.

Based on this certificate, the manager issues an appropriate order or instruction to write off overdue debts. The order specifies the amount to be written off, the persons responsible for making entries according to accounting documents, as well as control over execution.

The procedure for dealing with doubtful debts has its own characteristics. If the company does not create a reserve for this category of debts, then it is written off as part of non-operating expenses.

In a situation where it is impossible to collect the debt due to the liquidation of the debtor, it is necessary to obtain a certificate from the Unified Register stating that such an organization has left it. This is due to the fact that overdue debt, both payables and receivables, is taken into account when calculating taxes.

Often, tax authorities try to challenge entries on debt write-off, and it is for this reason that it is necessary to fully and carefully formulate their documentary basis in order to further defend the legality of the organization’s activities in court.

The procedure for accounting work and posting when writing off

The amount overdue is written off from the reserve for doubtful debts. This operation must be reflected by wiring:

• Write-off of accounts receivable from the reserve. It should be borne in mind that the use of the reserve is possible only within the limits of its size. And if the amount of debt exceeds the amount in the reserve, then the resulting difference must be reflected in the “other expenses” column.
• We write off receivables not covered by reserves. If the debt has expired and is written off, this does not mean that it has been cancelled. Within 5 years, the amount written off must be reflected in the off-balance sheet account “Debt of insolvent debtors written off at a loss.”
• In the absence of a provision for doubtful debts Enterprise accountants need to use the “Other Expenses” subreport. In this case, write-off occurs in the same way as in the case of debt not covered by the reserve.

The amount overdue is written off from the reserve for doubtful debts.

We take into account amounts when calculating income tax

In tax accounting, this debt can be written off in several ways.:

• In the first case, this occurs due to the created reserve.
• In the second, the write-off is reflected in non-operating expenses.

It also matters what method the organization uses to calculate income tax. Thus, organizations calculating income tax using the accrual method can take into account bad debts on receivables as expenses.

This cannot be done when an organization uses the cash method. Since in this case, income is recognized only after it is received, and all costs are recognized only after payment. The latter occurs only when the buyer terminates all obligations to the seller. In case of late payment, these obligations are not considered fulfilled. Therefore, expenses cannot be recognized.

By law, the amount of bad receivables reduces income tax.

When liquidating a debtor organization, the creditor can, without waiting for the statute of limitations, write off the bad debt as part of its non-operating expenses. But for this you need to have documents on hand that will indicate the liquidation of the debtor.

Video about the procedure for accounting for bad receivables:

Required documents

Without the appropriate documents, confirmation of accounts receivable is impossible. To determine the exact amount of overdue debt, it is necessary to conduct an inventory. Its results should be reflected in a special act. With a basis in the form of an inventory order.

After this, based on the results of the inventory check and accounting certificate, the manager can issue an order to write off overdue debts.

11.09.2012

In a manufacturing and technology organization with a variety of products, services and an ever-expanding customer base, it is not easy to monitor how well customers fulfill their obligations. She shares her experience in building a receivables control system in similar organizations in her article. Elizaveta Ivanova, Financial Director of Diesel Technologies LLC.

Construction of a receivables control system

- an important component of working capital of any organization. Diesel technologies are no exception. We provide services for the operation and repair of diesel fuel equipment. The auto business is developing, and with it the number of specialized companies is increasing. You constantly need to be on your toes. The use of such a sales stimulator as the provision of trade credit and deferred payment is by no means a superfluous tool in the fight for potential customers. Accounts receivable management directly affects the profitability of the company and determines the policy for providing credits and discounts to customers.

The main elements of the accounts receivable control system include: control and accounting of contracts with customers, control of registration of sales of goods, establishment of the nature of accounts receivable. In addition, the tasks of our company’s financial specialist in managing accounts receivable include:

1) determining the degree of risk of insolvency of buyers,

2) calculation of the forecast value of the reserve for doubtful debts,

It is important to note that the accounts receivable control system must cover all stages of the sale of goods - from the moment of concluding an agreement with the buyer to the actual sale of goods.

In our company, the construction of a receivables control system began with the creation of a credit committee. I gained experience in forming such a division in an organization while working in the lumber sales industry. This is a rather narrow market, and competition in it is very high. The credit department allowed us to control relationships with clients, while creating comfortable conditions for cooperation. When problem clients appeared at Diesel Technologies, the idea of ​​​​developing a similar system, only taking into account the characteristics of this particular business, at first seemed unrealistic. Too different organizational structures and different profiles of activities. However, in the end the concept was developed, and now the project is under active implementation.

The functions of the credit department of the Diesel Technologies company include the organization and implementation of a receivables control system, as well as its further maintenance at the proper level. We started by defining the levels of responsibility when making decisions that required approval by members of the credit committee.

Lawyers developed a unified form of contract for the supply of goods with deferred payment, mandatory for all divisions of the company.

This form of agreement was put into effect by a separate order of the general director of the organization. Delivery agreements with deferred payment, concluded in a different form, ceased to be valid and were subject to re-conclusion. Clients were warned about this by a separate information letter sent to the counterparty along with the new contract form.

Among other things, the unified contract for the supply of goods with deferred payment contains the following provisions (extract):

4.3. Payments for the Goods are made in the following order:

Within ___ (___________) business days from the date of issuance of the invoice/invoice/specification, the Buyer transfers to the Supplier's bank account an amount in the amount of 100% of the cost of the Goods indicated in the specifications, invoices, and invoices.

4.4. Deferment of payment in accordance with clause 4.3. The Agreement is provided to the counterparty subject to the monthly volume of purchases of Goods under this Agreement in the amount of at least ____________ (_____________) rubles per month.

4.5. The limit of the Buyer's debt to the Supplier for the delivered Goods cannot exceed _____________ (_____________) rubles.

4.6. If the conditions specified in clause 4.4 are not met, the deferred payment may be reduced or replaced with 100% prepayment.

This change in the payment procedure for the delivered Goods must be documented in a separate Appendix.

4.7. In case of using a trade credit, the Buyer undertakes to provide duly certified copies of the following documents of a legal entity (extract from the Unified State Register of Legal Entities, registration certificate, tax registration certificate, letter from the bank about open current accounts, financial statements (form 1, form 2), power of attorney for signing the contract). All documents must contain the inscription “Copy is correct” and be certified by the signature of the General Director and the seal of the Buyer.

4.8. The Buyer’s obligation to pay for the Goods is considered fulfilled after funds are credited to the Supplier’s account.”

In addition, the last sheet of our copy of the contract provides for mandatory endorsement by several company representatives: commercial and financial directors, general director. Responsibility for signing the unified contract form and the completeness of the accompanying documentation was assigned to the responsible sales manager.

Next, we made appropriate changes to the transaction registration algorithm in the company’s information system. Unlike contracts with a prepaid system, which were registered by sales managers themselves, registration of contracts with deferred payment was the responsibility of the financial manager. At the same time, he checks the completeness of the provided accompanying documentation, the presence of signatures of responsible persons and sets the appropriate conditions for trade credit (credit limit, deferment in days) in the information system. If the specified restrictions were set - exceeding the credit limit or there was a delay in payment - the goods could not be automatically shipped.

The next stage in creating a clear system for monitoring receivables was the inclusion of the item “Share of overdue receivables, %” among the key performance indicators of sales managers. This indicator is monitored monthly and is included in the calculation when calculating the monthly bonus.

Accounts receivable of XXXXXXX LLC as of ___________ 2012

Every month, before the 1st day of the month following the reporting month, a specialist from the financial department draws up a report on the status of receivables, including overdue ones. The financial manager provides the results obtained to the financial and commercial directors. In turn, the commercial director communicates the results of the audit to the responsible sales managers in order to control accounts receivable and determine further actions to repay debts.

The stages of collection of overdue receivables and the responsible persons at each stage of this procedure were also identified.

Thus, the organization built a system for monitoring receivables, covering all stages of the sale of goods from the moment of its occurrence until the actual receipt of funds into the company’s bank account when collecting overdue receivables.

A few words about monitoring the validity of the size of the provided credit limit. Every month, on the last date of the current month, the chairman of the credit committee receives a report on the status of accounts receivable, which contains information not only on current transactions with deferred payment, but also data on the cumulative sales volume from the beginning of the year and the average monthly sales volume for each client:

This report allows you to assess how well the client complies with the terms of the provision of trade credit established under the agreement (see clause 4.4 of the agreement) and, if necessary, make appropriate adjustments.

I.Sales regulations as a tool for controlling accounts receivable

An important stage in building a receivables control system was the development and implementation of sales management regulations.

The purpose of introducing this internal regulatory document was to minimize errors in the sale of goods and divide the areas of responsibility of employees in the implementation of this business process. Since the provision of trade credit is one of the sales tools, the algorithm for controlling receivables was also included in the specified regulations.

Organizing sales according to a clear scheme makes it possible to quickly manage the process of sales and communication with clients.

Sales management regulations include:

• description of the business process of selling goods, taking into account the variability of existing methods of selling goods in the organization:
• delivery of goods on an advance payment basis;
• delivery of goods with deferred payment;
• sale of goods for export.
• structural diagram of the process of selling goods and customer service;
• primary and secondary responsibilities of sales managers, as well as warehouse and accounting employees;
• measures to control accounts receivable.

The regulations establish the conditions for providing commercial lending to buyers. They stipulate that this operation is carried out only for customers who have a positive purchasing history for at least 6 previous months, with constant turnover and the absence of unfounded returns and claims from the buyer. The maximum period of deferred payment provided to the client cannot exceed 45 calendar days from the date of shipment of the goods.

It also defines the limits of responsibility of managers at different levels when deciding on the size of the credit limit for the client. The decision to provide a credit limit for an amount over 50,000 and up to 500,000 rubles is agreed upon with the financial and commercial directors. Over 500,000 rubles - with the general director.

It is important to note that registering the terms of a supply agreement with an established credit limit in the company’s information system is the responsibility of the financial manager, and not the sales manager. If one or another condition is exceeded, the process of selling goods is automatically blocked by the system and shipment of goods becomes impossible. Only the financial manager can change the client’s credit conditions in the company’s information base; other company employees do not have these rights.

I would like to emphasize that debugging the company’s information system to meet the relevant requirements for ensuring debt control is a prerequisite for creating a working accounts receivable management system.

The stage of selling goods with deferred payment is also not left without attention. If there is a delay in payment for a previous shipment, the sales manager is obliged to suspend all subsequent shipments to the client until the overdue debt is repaid, or make subsequent shipments with advance payment. In accordance with the regulations, the responsibility for monitoring the receipt of funds when shipping goods with deferred payment is assigned to the sales manager.

II.Preventive work and mechanism for collecting overdue receivables

In addition to regulating the stages of concluding a supply agreement, selling goods, returning goods by the buyer and internal movement of goods, the sales management regulations contain an algorithm for the actions of employees when collecting overdue receivables and conducting preventive work on their occurrence.

Thus, sales managers ensure compliance with the following procedures for managing receivables:

1) From 1 to 30 days from the date the debt arose, the responsible sales manager sends a payment reminder once a week (every Monday).

2) 2-3 days before the payment is due, the sales manager by telephone reminds the client about the end of the deferment period and the need to repay the debt.

3) If payment is not made on time, the sales manager makes daily calls to find out the reasons and create a debt repayment schedule.

4) At the same time, during the period from 1 to 60 days of delay, the responsible sales manager sends the first payment request to the client once a week (every Monday). Within 2 days after sending the request, the manager must call the client to verify the receipt of this request and request information about the actions taken by the client.

If payment is overdue for more than 60 days, actions to repay the debt are carried out by the financial and legal departments of the central office. The financial manager takes all possible measures for pre-trial settlement and return of overdue receivables, including sending a second payment request to the client.

When the 180-day period of delay is reached, the legal department prepares a package of documents to transfer the case to the arbitration court or to an agency for collecting receivables, having previously sent a corresponding letter to the client.

All of the above methods for collecting overdue receivables are gradually being adapted to the field of Diesel Technologies. The proposed methodology allows you to control accounts receivable at all stages of its occurrence and existence, and also significantly reduces the risks associated with trade lending to customers.

It is important to note that for greater efficiency it is also necessary to link the motivation system for sales managers with the accounts receivable control system. For example, enter as one of the key performance indicators the volume (share) of overdue receivables in the total volume of “receivables” as of the reporting date.

Some organizations also resort to credit insurance - a measure against unexpected losses of bad debt. But I would advise, before making a final decision to purchase such protection, to evaluate the expected average bad debt losses, the financial ability of the company to withstand these losses and the immediate cost of insurance.

Elizaveta Ivanova, financial director of Diesel Technologies LLC

The article was written for directors and heads of sales departments who do not yet automatically work with customer debts. Designed to help them quickly implement a template process into their activities

What it is

and why work with it

Everyone who works in b2b has an idea of ​​accounts receivable ( we'll call her "DZ"). This is what you often unreasonably record in your free assets - debts to you from your counterparties. DZ is a normal and understandable phenomenon, you have shipped - the client pays in 5 days. For these 5 days (for example, you have a 5-day payment period specified in the contract), he has a debt. What happens if the client does not pay after 5 days? The letter "P" - it is added to "DZ" and the result is "overdue receivables (OPR)". Why work with her, because the client will pay anyway? If you are ready to wait a year or three until a not very conscientious client pays for the delivery, then you can skip the article.

Popular processes regarding counterparty debts usually include:

1. Return of PDZ. To return what we are already owed
2. Shipment with remote control. In order not to aggravate your situation if the client does not pay anyway.

Today we will talk about the return of PDZ. This is directly the process from the “TOP 3” customer requests for automation.

Lifehack:
Almost everyone has debt, but systematically Only a few are fighting it. By and large, it doesn’t matter how your company works with it - through business processes or through an xls table. Any consistency will give results. Business processes are cooler in that they will do 65% of someone’s work:

1. Launch themselves when debt arises
2. Generate letters to the client
3. Send tasks to managers
4. Control payment terms, etc.

The necessary conditions

to implement the process in the life of the company

1. Agreements concluded with your clients must contain the following clauses:

• by payment terms (if this is pre- and post-payment, then an indication of their shares)
• penalties and fines in case of late payment

Not specified in the contract? Not the best option, but Article 314 of the Civil Code of the Russian Federation will help, according to which payment must occur within a “reasonable time” or within 7 days from the moment of demand upon fulfillment of obligations.

2. Tasks on it should arise spontaneously and systematically. No system = no control = extra burden of kicks, reminders and excuses.

3. There is such an unpleasant “child’s illness in a toy store” - when you want to have both this and that, and also this. You should start with a simple business process, with a minimum of events. There will be a desire to attach a ton of notifications here, agreements on deadlines from the manager to the manager... No need. It’s better if it’s simpler, but it will work right away, and you’ll have time to finish the bows later. Let employees get used to the new work format.

4. There must be responsibility among those executing the process. Those. if the manager receives his percentage regardless of the client’s payment, then he will not be interested in working with the PZ.

What does the process consist of?

and what events are included in it

The operating diagram is shown in the figure above. If you work through business processes, then you need to start the events of the scheme the day before the scheduled payment under the contract (if there is no money from the client yet). All options for working with debt are similar in that, depending on the term of the debt, a certain contractor must carry out certain activities to interact with the client regarding this debt. We tried to combine the experience of different implementations and show some average template that can be easily changed to suit your needs.

There are roughly 4 types of activities in the process:
1. The client has a debt, but it is not overdue.
Operating:
- client manager
Documents used:
- payment reminder letter

In this case, our system should already turn on and try to anticipate the occurrence of a delay. The system itself sends a letter to the client reminding that there is no payment from him. Additionally, a task is created for the manager about the client’s phone call.

2. The client has a debt, payment under the contract is 1 day overdue.
Operating:
- client manager
Documentation:
- letter requesting to fulfill obligations under the contract
- event in crm about a call to a client and the result of communication
- optional - blocking shipments to the counterparty

The system recorded the moment of overdue payment and automatically reminded the client and manager about this event. The manager must check with the client about the date of payment; if it is within 7 days, then we consider that the whole process is going “as intended.” The manager sets a new payment date, and the system waits for the payment to be processed. It is advisable to obtain a letter of guarantee from the client.
If the manager understands that there is a risk, or the client says that he will pay later than 7 days, then the process is escalated to the head of the sales department (ROD)

3. Payment under the contract is overdue by 2 days
Operating:
- Head of Sales Department (ROP)
Documentation:
- letter of pre-trial demand to fulfill obligations under the contract
- event in crm about a call to a client and the result of communication

The ROP connects to the process and communicates with the client. Either he makes an appointment, or in a telephone conversation he clarifies the reasons with the client, sets a new payment date in the system (the measures in each case are varied and depend on the company’s policy). If the payment date exceeds the acceptable period, the process escalates further.

4. Payment is overdue by 10 days or more.
Operating:
- legal department / security service

All reasonable deadlines for debt have been exceeded - the service responsible for conflict relations is connected. This is usually either a lawyer or security. Their work depends on company policy. Usually, statuses are entered that allow you to track at what stage the task is at (a claim has been filed, penalties have been calculated, etc.)

Total

how to use it

1. Download the diagram and process regulations
2. We customize “events” to suit your needs
3. We edit regulations, write official orders, and launch
4. Want to automate? Write to us, we will set up such a process

We automate such business processes in our new edition "". In it you can customize such a template, put it into operation and customize it to your realities - add alerts, include new services in the process, add performance indicators for managers, etc. " " are built into the database, so the work will take place in a single interface. Are you interested in this case? Write to us, we will be glad to cooperate!

Good processes!

Mikhail Posrednikov Project Manager for Accounts Receivable Management and Financial Flows at Kontakt East Holding

More recently, managers have used any means necessary to increase sales. During a crisis, you have to worry more about the security of the enterprise, its solvency, and maintaining current liquidity.

In such a situation, collection of receivables, on which VAT and income tax have already been paid, becomes a priority task. Accountants, financial and management employees of the enterprise need to learn how to manage 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 accounts receivable, the company needs to constantly keep it under control. But preventive measures (assessing counterparties, working with advances, debt insurance, etc.) do not always allow you to protect yourself from “hanging” receivables.

The secret of effectiveness here lies in an integrated approach. Thus, timely monitoring and analysis will allow timely identification of overdue debt and promptly take measures to collect it. The impact on the debtor can be hard or soft: you can immediately sue, or you can support the counterparty by offering him more accessible methods of repaying obligations, for example, barter or deferred payment.

Working with accounts receivable requires planning and a clearly structured process for managing the risk of non-payment. It begins with organizing correct and timely document flow within the company and with counterparties. 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 delivery conditions is carried out, and regulatory documents are drawn up describing the procedure for debt collection. It is imperative to consider measures to encourage and motivate employees to achieve the minimum established debt indicators.

The initial construction of a receivables management system implies a series of sequential actions aimed at quickly identifying and eliminating possible risks of non-repayment of debts, within the framework of which the corresponding 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 range of its participants, the possibility of attracting administrative resources, conducting PR campaigns, etc.

Building the system consists of the following stages.

1. Analysis of the structure of debt (accounts receivable)

At this stage, the main attention is paid to general approaches to the analysis of the organization’s PD, the general division of the PD by structure to understand the “state” of the PD and make decisions on further work.

Basic data for analysis:

A) General analysis of the “size” of debt: total amount of debt, number of clients

B) Share of remote assets in the financial portfolio of the organization

C) Segmentation of records by timing: “fresh” records, “working” records, expired records

D) Segmentation of remote sensing by size: small, medium, large

The work of managing a debt portfolio within a company includes calculating the maximum amounts of receivables - critical and working (acceptable). These indicators are indicators that signal the need to strengthen (or, conversely, weaken) work with debtors.

The emergence of significant accounts receivable is usually associated with the provision of deferred payment to customers for goods supplied, that is, suppliers provide credit to their customers. The supplier enterprise must objectively assess its capabilities and provide loans to customers in amounts that will not lead to a chronic lack of funds for its own needs. It is necessary to develop a sound policy for providing trade credit and debt collection for various types of products and groups of buyers.

In addition, it is necessary to rank buyers depending on the volume of purchases, history of credit relations and proposed payment terms and subsequently revise them in a timely manner, taking into account monitoring of demand for products.

Accounts receivable can be managed by incentivizing customers to pay bills early. This is usually achieved by discounts from the sales price or delivery cost if payment is made earlier than the contractual deadline. 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 a 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 period established by the contract or the transformation of receivables into uncollectible is necessary.

At established intervals, company specialists must analyze accounts receivable according to a personal list of counterparties, terms of formation and size; control settlements of deferred or overdue debts, assess the reality of the existence of receivables; identify techniques and methods for accelerating debt collection and reducing bad debts.

The analysis may include an assessment of absolute and relative indicators of the condition, structure and movement of receivables. To do this, the shares of specific debtors, as well as each type of receivables (short-term, long-term, overdue for more than three months) in the total debt are determined, the dynamics of changes in each component, the growth rate of the balance, etc. are considered.

An increase in the share of long-term accounts receivable over time can lead to a decrease in the level of solvency of the organization and a decrease in the liquidity of assets.

The excess of the growth rate of accounts receivable over the rate of increase in sales revenue indicates a decrease in the level of accounts receivable management and the “freezing” of part of the revenue necessary to finance current activities.

Credit policy at its core is one of the elements of commercial policy, therefore, in order to more effectively work with accounts receivable and establish adequate credit limits for clients, it is initially necessary to assess the market situation by monitoring primary demand in the segment where the company operates.

If analytical data suggests that final consumer demand during 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 determining a client’s new credit limit for the next year, a number of practical steps must 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 staff reductions or wage reductions begin (or have already begun), this will immediately affect purchasing activity. Therefore, it is worth thinking very seriously about whether to provide a trade loan to this counterparty, since the risk of non-repayment is very high.

For a clearer and truly real understanding of the client’s state of affairs, one should now assess the situation on the spot, “in the fields,” and not be content with only desk research and accounting data, which already constitute a “post-mortem photograph.”

You need to get answers to the following questions:

1. Buying activity. If retail, then traffic in stores, the amount of the sales receipt (how much it decreased compared to the previous period). Are the shelves full or empty? If it’s a wholesale company, is there any activity in the office, what is the mood of the staff, are there any cases of layoffs or transferring them to part-time work.

2. An honest conversation with the owners or top officials of the company will be very useful: how they see the development of their business, how realistic it is and whether there is an understanding of how the company will achieve its strategic plans.

3. Assessment of the client’s financial condition. It is necessary to make it clear to your partners that the current crisis situation requires maximum openness from all participants. If your company agrees to provide a client with a trade loan, then in return you should receive maximum information and data.

Additional information will be provided by ranking accounts receivable according to the timing of their occurrence, for example, with a 30-day interval, and analyzing its changes. To do this, you need to highlight the share of doubtful debts and consider its dynamics. The growth indicates an increased risk of non-repayment of receivables and the possibility of the formation of overdue debts. Therefore, the enterprise should strive to minimize this indicator.

Analysis of the dynamics of overdue receivables from trade operations allows us to identify unreliable counterparties, reduce the volume of credit shipments to them, or work with them on the terms of full prepayment or commercial lending.

Current information about current debt is important, including the period of overdue debt, 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 accounts receivable are calculated taking into account the rate of inflation and depreciation during the period of late payment, the collection period, and losses from non-collection and write-off are calculated.

The results of the analysis of accounts receivable should be taken into account when planning the future activities of the enterprise.

As an 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, thirdly, he ignores your attempts to “reach out” to him.

Another common type of debt situation that is worth paying attention to is non-repayment of debt by an organization in which the founder and general director are nominal, that is, they do not actually perform their functions. Organizations are created with “nominalities” even if there is no 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. Penalty in such a situation is often based on the fact that reputational and criminal legal methods make it possible to motivate the real manager to fulfill obligations.

2. Selection of responsible persons (department) for working with remote sensing within the company

At this stage, the main attention is paid to the issues of choosing an organizational structure in an organization for working with remote control:

A) The “+” and “-” work of various responsible persons is described.

• Accounting
• Legal service
• Employees (line managers, sales managers, project managers, implementation specialists, consultants, etc.)
• Collection group

B) The issue of motivation to action is considered.

C) The issue of a “single” control center for work with remote sensing

Currently, the most common scenario is to entrust this work to your employee, and in case of large volumes 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 dispersion of functions across 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 accounts receivable may be associated with problems for a business entity in determining the titles of 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 activity of the employees. Of course, this is not the biggest problem in organizing such a service, however, it does exist.

However, the creation of a separate structural unit in this case will eliminate possible conflicts between individual services and ensure more coordinated work in the area of ​​working with flow receivables.

3. Organizing work with remote control within the company

At this stage, the main attention is paid to the transition from issues of deciding who works with remote knowledge to how work will take place at the organizational 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 remote control management

C) Formation of a system of balanced performance indicators for the unit (KPI)

D) Development of motivation schemes based on KPIs, creation of job descriptions, training of employees responsible for working with remote control

E) Creation of a control system and internal management reporting in CRM to analyze the financial situation and evaluate the performance of specialists:

1) Selection of performance indicators for analyzing the work with remote control of responsible employees:

- “call efficiency”,

Number of calls, meetings, letters written, bills paid,

Settlement of advances and deposits of clients,

- “written off” remote control

2) Control of the value and structure of remote control for the period:

Growth of remote payments in amounts and number of clients

3) Meeting performance indicators for working with remote sensing

The ideal option is a situation where monitoring the work of collector employees and performance indicators can be carried out automatically using reports in CRM systems.

4. Methods of working with remote sensing

This stage is the main one, since there is a direct creation of applied methods for working with debt, namely actions that lead to debt repayment, which is the main goal:

A) Calls to clients (preparing for a call to a client, choosing the time of the call)

B) Writing letters:

List of documents for the client,

To confirm remote control,

Interaction with the company's accounting department to prepare documents for the client

B) Meetings with clients

D) Negotiation:

General rules,

Determining the person responsible for the client to pay the debt,

Options for agreements with the client if immediate payment on his part is impossible,

Options for action if the client refuses to pay or the client is rude when communicating,

Determining the frequency of calls

E) Recording information about working with remote control (CRM/automation of the process of collecting and recording information)

If the debt is not repaid on time, there are only two ways to return it: negotiate with the debtor on voluntary return or collect it forcibly.

The advantages of pre-trial debt settlement are the absence of additional costs associated with going to court, and a mutually beneficial resolution of a potential conflict situation without damaging the business reputation and relationships of partners.

You should constantly maintain contact with debtors:

Send reminders about approaching debt repayment dates (by regular mail or email),

Conduct telephone conversations

Personal meetings with the debtor’s management,

Make a complaint.

Financial methods of influencing debtors who have made late payments include:

Application of penalties,

Proposals for mutual settlements,

Debt restructuring,

Sale of debt,

Initiation of bankruptcy proceedings, etc.

The choice of one method or another depends on:

Features of the debtor,

Amounts owed

Number of days overdue

The debtor's readiness 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 a clearly negative function in relation to the debtor. At the initial stage of debt occurrence, attempts are made to possibly 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 the bona fide debtor, etc. In some cases, this is rather even “anti-collection” activity in its classical sense, since such actions are aimed at eliminating the last judicial stage of collection of receivables.

Any organization that needs to collect a large amount of receivables will sooner or later face a choice of which way to go in order to return the invested funds.

Despite the differences in types of debt situations, common features can be identified:

Ensuring a balance between conveyor belt collection and the development of unique action programs for complex cases;

Use of innovative collection methods;

Effective use of criminal prosecution of debtors, including for rare offenses (Articles 177, 315 of the Criminal Code of the Russian Federation, etc.), through information and scientific consulting support.

Ensuring a balance between the collection pipeline 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 centralization of debt collection activities, that is, 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 work is possible by introducing into this division of labor an element responsible for preparing materials for PR support of collection: draft notifications, appeals, press releases and articles. Experience shows that PR support for collection is the decisive factor for many large buyers (debtors) in making a decision to repay the debt. Reputational impact can be prepared on the basis of the interaction of regular collection departments with the PR department, whose responsibilities are expanding, or the skills of the PR organization.

Accounts receivable are sold when there is an urgent need for cash. It is bought by enterprises that are debtors of the debtor. By purchasing receivables at a discount, they present them to the debtor for repayment at full cost. A company that is part of the same financial group as the debtor and is interested in buying up all the debts of the holding organizations can also buy debt. In addition, the 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 “led” 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 collect the debt through the courts. Typically, going to court leads to the severance of partnerships, but 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 avoid delays in repaying the debt.

They go to court in the following situations:

The debtor does not recognize the debt or has counterclaims against the creditor;

The debtor acknowledges the debt, has no claims against the creditor, has assets sufficient to repay the obligation, but does not want to pay or demands preferential delivery terms from the creditor;

The debtor is in a pre-bankruptcy state.

In the latter case, the presence of a writ of execution allows, in the event of bankruptcy, to get into the second queue of claims, which, as a rule, significantly increases the creditor’s chances of repaying the debt.

Before going to court, it is important for a creditor to evaluate:

The legality of their demands,

Reliability of the evidentiary documentary base,

The debtor has property or funds that will provide a real opportunity to enforce a court decision that is positive for the creditor.

Methodology for working with debtors - legal entities:

Collector– a company employee responsible for debt collection.

Sources of information on the company, employees, owners:

1. Internal system resources:

A database of previously inspected objects, the results of their inspection and further interaction;

A 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, rabota.mail.ru, etc.)

- “messengers” (icq, quip, skype, sipnet, etc.)

Technical means of contact with the debtor:

1. Phone calls (manual: 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 searching for a debtor can take from several days to several weeks, 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, and law enforcement agencies. When factual information is disseminated, legal risks are minimal, as are the risks of a symmetrical PR response.

3. There are not many effective methods for repaying debt in a pre-trial manner that do not contradict current legislation, and they all boil down to a single principle: creating for the client who has become a debtor the most unfavorable conditions for his further prosperous life. Of course, all actions are carried out only within the framework of the law. This:

1. importunity,

2. belief,

3. pressure

4. cunning.

4. Under no circumstances should we forget about the debtor. The impact must be permanent. Starting from the moment the contract falls into arrears, clear, total control over the debtor must be established until the debt is repaid. 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, having received the long-awaited amount, he will spend the money on his own needs instead of paying. 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, the peace in the life of the debtor must end. A client who has become a debtor must clearly understand: he has not been forgotten and will not be forgotten. And they will bother you until the problem is solved.

6. The leverage over 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 debt collector offers the debtor to pay an amount lower than specified, removing penalties. The debtor perceives this as a financially advantageous offer and pays his debt.

Addiction: The collector finds the client’s pain point and methodically puts pressure on it. If the debt is repaid, this dependence will disappear. Therefore, payment is received within the period specified by the collector.

Compromising materials: In the course of his work, the collector identifies information that may compromise the debtor or threatens to publish it.

Enforcement measures for debtors:

1. Threat of using agency connections to initiate inspections of services:

Tax,

Antimonopoly,

To control legal software,

Labor,

Migration, etc.

Informing relevant public, self-regulatory organizations about the actions taken

2. The threat of revealing the debtor’s property status, identifying rights to:

Real estate objects

Motor 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 of the Federal Law “On Enforcement Proceedings”, in the event that the debtor-organization does not have funds sufficient to repay the debt, foreclosure is applied to other property belonging to it by right of ownership, right of economic management or right of operational management (with the exception of property withdrawn from circulation or limited in circulation), regardless of where and in whose actual use it is located.

3. The threat of influence within the framework of criminal prosecution, including contacting 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,

Monitoring the progress of enforcement proceedings,

Involvement of bailiffs and OBEP,

Statements of a civil claim in criminal proceedings, due to which the organization’s debt can turn into the personal debt of the manager

Using the claims enforcement procedure

Information coverage of the legal process: posting news about completed actions in the media, informing the public about the position of interested parties.

Seize property belonging to the defendant and held by him or other persons, seizure of funds in current accounts

4. Creating a threat to reputation:

1. threats to disseminate factual information about the current situation in the media by sending articles and comments

2. the threat of blacklisting on the Internet containing information about non-payers with the names of the managers of such companies,

3. writing appeals, press releases and articles about the debtor on websites, blogs, forums, social networks.

Partners,

Competitors

Government agencies,

To clients, including potential ones,

Partners,

Competitors

Suppliers,

To the owners,

Government agencies,

Potential buyers of the organization and its property.