价值要点：
1.情景模拟，深入分析账款拖延原因
2.分享实用催收技巧，化解客户种种借口
3.明确业务部和财务部的催收责任，考量坏账催收的责任分摊
活动简介：
坏账催收是企业信控管理的最后一个环节，其成功与否直接关系着企业的现金流量，也与财务部门的KPI息息相关。尽管许多企业为了避免出现坏账风险，采取了许多预防措施。然而，坏账的收回率仍然不能够提高。和业务部门的责任如何分配？面对客户花样百出的借口如何应对？文件不全的情况下怎样催收？种种问题都让催收人员面临着挑战。
同行困惑：
1.我们是工程公司，会有一个尾款需要催收。但是对方常常会各种挑刺来拖延付款。如果尾款收不回来是一个很大的风险，不知道有没有能帮我们提升催款技巧的办法？
2.催收账款到底是财务部的责任还是销售的责任？我们财务部又不太认识客户，但现在催款的责任还是我们承担，别的企业他们是怎么划分的？
3.我认为就是对方的原因，各种找借口。我们也没很好的办法，就是老一套走流程，打电话催，上门拜访等等。不知道是不是有更好的办法来帮助我们？
4.有些是我们老客户了，有时候流程也没走全就上项目了。最后要催款的时候文件不是很全，又碍着面子不太好催。这时候不知道有什么好的办法？
嘉宾介绍：
叶钦财 Scott YE 瑞尔盛中国有限公司 集团信用总监
叶先生专注于企业信用风险管理已经长达15年，先后在多家跨国企业担任信用控制经理，其中包括英迈（中国）商业有限公司、摩托罗拉（中国）电子有限公司、伊顿（中国）投资有限公司等国际知名企业。
自2011年7月加入瑞尔盛集团，叶先生通过自身丰富的经验及努力从根本改变了瑞尔盛先前不甚良好的信用管理局面。为瑞尔盛建立了一套完整的信用管理流程，包括客户评估流程、清账对账流程、开票放单收款流程等。在叶先生及带领团队的努力之下，在不到两年的时间之内，瑞尔盛集团的DSO下降了20天，超期比例降低了11个百分点，回款率提升了11个百分点，坏账金额从以前每年640万降到了30万。
不论公司是大是小，叶先生都有办法解决各类信用管理疑难杂症。叶先生认为信用管理是企业得以顺利发展的基础支持部门，信用管理不是控制、限制，而是为业务部门提供服务和支持，一位优秀的信用管理人员必然拥有出众的商业意识
程女士 某美资制造企业 亚太区信用经理
领导及监督亚太地区（中国、韩国、日本、台湾、新加坡、马来西亚、太过、印度尼西亚、越南、澳大利亚及新西兰）DSO，管理应收账款从而提高企业现金流量。
复查、提升及应用信控政策及流程，立志于减少信用风险。
拓展信用风险评估模型。
监控信用评估，并进行深入分析。
对延期账款给予意见。并解决其问题。
会议安排：
14:00 主持人致辞
14:05 （一）拖欠原因分析：及早着手准备，为催款打下基础
- 分析行业现状
- 分析客户信誉等级
- 分析对方公司情况动态
（二）结合案例，催款技巧分享：掌握催款智慧、方法
- 客户借口应对
- 电话催收技巧
- 信函催收要点
- 上门拜访须知
（三）责任分配：财务部和业务部的职责
- 业务部负责催收，财务部如何提供支持
- 财务部负责催收，业务部如何提供支持
（四）KPI考量和责任分摊
- 催收账款财务部起主导作用：KPI设置及责任分摊
- 催收账款业务部起主导作用：KPI设置及责任分摊
15:05 Q & A互动问答
15:30 END
Account Receivables Management—Overdue Receivables Reasons Analysis and Skills Sharing
Value Points：
1. Deep analysis the reasons of receivables default
2. Skills for overdue receivables sharing, reply the clients excuses.
3. Confirm the responsibility of financial department and business department, and consider the responsibility division.
Events Brief：
Bad debts recovery is the last step of enterprise credit management. It relates to the enterprise cash flow as well as the KPI of financial department. Although firms take many measures to avoid bad debts, bad debts ratio still stay in high level. How to divide the responsibility with business department? How to reply the various excuses of clients? How to overdue receivables without documents? Financial staff face many challenges.
Peers Confusions:
1. Our Company belongs to engineer industry, so we have a final payment. However, clients always find faults in order to default payment. If we cannot recover bad debts, we will face huge risks. Any ideas to deal with this issue?
2. Which department should responsible for the overdue receivables? Financial department or business department? In my company, financial employees responsible for the overdue receivables, but we are not familiar with clients, Are the other companies same as us?
3. I believe it is clients fault! They always have different excuses, and just do not want to pay. We do not have better solutions.
4. Sometimes we have businesses with our old clients. As the result, we may not have complete contract, and start the project. It is embarrassed when we need to overdue receivables.
Speaker：
Scott YE Ryerson China Credit Director
Scott focus on enterprise credit risk management has more than 15 years, worked in multinational companies as a credit control manager like Motorola，Eaton etc. Since joining Ryerson in July 2011, Scott through their extensive experience and hard work changed fundamentally Ryerson earlier not so good credit management. Established for the Ryerson complete credit management processes, including client assessment process, clearing account reconciliation processes, invoicing & billing processes, and so on. Under Scott and to lead a team effort, in less than two years ’ time, Ryerson DSO fell by 20 days, overdue ratio reduces 11%, return rate is raised by 11%, annually by bad debts from 6.4 million to 300,000.
Ms. Chen America Manufacture Enterprise Asia Credit Manager
Lead, Monitor and oversee the credit and collection functions of Asia Pacific regions (China, Korea, Japan, Taiwan, Singapore, Malaysia, Thailand, Indonesia, Vietnam, Australia, New Zealand) to meet targets of the region including Days Sales outstanding (DSO) target and improve cash flow generated from receivables.
Review, recommend and implement up-to-date credit policy and procedures to minimize credit risks.
Develop credit risk assessment model for credit review.
Monitor credit evaluation and analysis.
Set credit and collection targets for the region.
Measure credit and collection performance.
Initiate and lead business process improvement initiative relating to credit and collection of the region to improve effectiveness and efficiency.
Provide advice on actions required or settlement of delinquent accounts.
Agenda:
14:00 Opening
14:05 (I) Bad Debts Reasons Analysis: Get Ready for Overdue Receivables
- Analysis the situation of industry
- Analysis Clients Credit Level
- Analysis Clients Company Situation
(II) Skills Sharing through Cases: Grasp the Overdue Receivables Skills
- Reply the clients excuses
- Phone call skills
- Letters collection skills
- Visits notice
(III) Responsibility Allocation: Business Department or Financial Department
- Business department responsible for overdue receivables, financial department support
- Financial department responsible for overdue receivables, business department support
(IV) KPI and Responsibility
- Financial department with main duty: KPI set and responsibility allocation
- Business department with main duty: KPI set and responsibility allocation
15:05 Q&A
15:30 END