Workshop企业信用管理沙龙——打破应收账款催账难的壁垒

Workshop

企业信用管理沙龙
——打破应收账款催账难的壁垒

本期价值要点
1. 挖掘账款催收的重点及技巧
2. 学习通过有效的考核机制形成良性的信用管理体系

同行的困惑：
1. 我们公司的大客户很霸道，经常故意拖欠账款，将资金压力转移到我们公司，但又不能得罪他们，虽然最后会付，但是严重影响到了信用管理指标以及公司的资金流，也为预测造成阻碍，不知有何办法管理好大公司的还款。
2. 我们是一家项目制的工程公司，收款是分项目前、项目中和项目后分次收取，通常项目结束完工之后，还会有10%左右的尾款，然而这时候项目已经结束了，客户公司会找各种理由拖延，如何追回尾款是我们遇到的很头疼的问题。
3. 账款催收都是销售去催，但是信用管理的指标却是由财务部来承担。作为财务部又不和客户接触，而销售虽有收款的指标，但感觉形同虚设，没有足够的约束作用。不知财务与业务之间究竟该如何更好的职责划分，如何设置有效的考核体系。

嘉宾建议
1. 等账款已经出现逾期未付、甚至坏账，再去想着催收通常情况下都是十分苦难的。所以要做好账款催收，控制工作一定要往前移，同时要对客户公司的状况有个实时的了解。
2. 账款催收、信用控制不是某一个部门的事情，而应该是全公司协同去完成的一件工作。

主讲嘉宾
Shelley Liu  副总裁 协同共享企业服务(上海)股份有限公司
Shelley曾服务于ITW、Veolia、GM等大型世界500强企业，拥有二十多年丰富的财务高层管理经验，并且有独立授课的经验。曾参与世界最大环境工程的项目的招标设计、评审、过程控制、竣工决算、运营流程设计，也曾完成整个工厂的项目投资，从建工厂，到组织结构、财务框架、内控框架搭建，并获得ZTW中国所有BU中第一次全部内审3A级别。
在信用管理上，Shelley为某跨国集团设计的信控体系被沿用至今。

议程安排
13:00 签到
13:30 催账技巧与坏账控制
         1) 何为坏账以及坏账的行程
         2) 搭建合理的催款流程
         3) 催款过程中的技巧提示(信函、电话、上门)
14:30 茶歇与自由交流
15:00 信用管理中的责任分配和绩效考核原则
         1) 财务和业务，谁更应负责催收工作？
         2) 如何设置行之有效的信控绩效？
         3) 基于企业发展需求的指标权重分配
16:00 头脑风暴：如何让全公司形成对信用风险管理的共同认识？
16:30 会议结束

Key Value
1. Key points and skills of urgent recall of account receivable
2. Using effective KPI mechanism to form the benign credit management system

Peer Confused:
1. The major clients of our company are very bossy. They often deliberately delay payments and transfer the pressure to our company, but we cannot offend them.  Although finally they will pay, but it has a bad impact on our credit management indicators, as well as the company's cash flow. It is also hard for us to forecast our future. I don't know what the best way to it is.
2. We are a project engineering company so our collection cycle is before project, during project and after project. Normally, after the project, we still have about 10% of the final payment but at that time, our clients will delay the payment with any reason. So how to get the final payment is very headache problem for us.
3. Payment collection is the job of salesman, but index of credit management belongs to the financial department. As the finance department, it is hard for us to contact with customers, so there is not enough constraints on the index of the payments .I don't know how to set up effective appraisal system between financial department and sales department.

Suggestions:
1. When the payment has been overdue unpaid or even been bad debts, it is suffering to think about collection. So it is of crucial importance to complete payment collection and controlling work must be moved forward. At the same time, it is better to have a real-time understanding of the status of the client company.
2. Payment collection and credit control are not belonging to one department. It should be a synergy to complete a job in this company.

Speaker:
Shelley Liu, Vice President, China Finance Executive Council
Over 20 years experience in Finance, Custom, Tax, Treasury, Customer service, Logistic, Insurance, Legal, project management and IT business, serviced as Valmont, ITW, VEOLIA, GM of Fortune Global 500 enterprises. Involved in the world's biggest environmental engineering project including bidding design, appraisal, process control, completion final accounts, operation process design. Completed the whole plant project investment such as building factories, designing the organization structure, financial framework and internal control framework. Got ZTW all internal audit 3 a level for the first time in all BU projects of China.
On the credit management, a credit management system designed by Shelley is still used today.

Agenda
13:00 Sign
13:30 Skills of compelling the payment and controlling bad debt
         1) What is bad debt and the process of bad debt
         2) How to build a reasonable process to compel payment
         3) Skills of the process of compelling payment (such as letter, calling and visiting)
14:30 Tea Break
15:00 Responsibility allocation and performance appraisal in credit management
         1)  Who should be in charge of compelling payment, financial department or sales department?
         2)  How to set up effective credit controlling performance?
         3) Index weight distribution based on enterprise development requirements
16:00 Brainstorming:
How to make the whole company to form the common understanding of credit risk management?
16:30 Ending