High Performance Cash Management for SMBs Webinar

April 21st – 11am CST

Cash is the lifeblood of large and small companies. Most small and mid-sized businesses (SMB’s) claim that cash management is their leading concern. In fact, one of the leading causes of business failure is a lack of effective cash management processes.

Tailored for CEO’s, CFO’s and COO’s of growing businesses, this webinar goes beyond the basics to help you improve the overall performance of your cash management systems.

  • Immediate Results
  • Improve your cash position NOW.
  • Specifically for growing businesses
  • Find the cash hidden in your business
  • Learn how you can “supercharge” your cash management function
  • The secret to managing receivables
  • And more.

Register by clicking here.

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Accounts Receivable Turnover Definition

Reprinted with permission from www.WikiCFO.com

Accounts receivable Turnover ratio indicates how many times the accounts receivable have been collected during an accounting period. It can be used to determine if a company is having difficulties collecting sales made on credit. The higher the turnover, the faster the business is collecting its receivables. It can be expressed in many forms including accounts receivable turnover rate, accounts receivable turnover in days, accounts receivable turnover average, and more.

Accounts Receivable Turnover Meaning

Accounts receivable turnover measures how efficiently a company uses its asset. It is an important indicator of a company’s financial and operational performance. Many companies even have an accounts receivable allowance to prevent cashflow issues.

A high accounts receivable turnover indicates an efficient business operation or tight credit policies or a cash basis for the regular operation.

A low or declining accounts receivable turnover indicates a collection problem from its customer. Also, there is an opportunity cost of holding receivables for a longer period of time. Company should re-evaluate its credit policies to ensure timely receivable collections from its customers.

Accounts Receivable Turnover Formula
A profitable accounts receivable turnover ratio formula creates survival and success in business. Phrased simply, an accounts receivable turnover increase means a company is more effectively processing credit. An accounts receivable turnover decrease means a company is seeing more delinquent clients. It is quantified by the accounts receivable turnover rate formula.

Accounts Receivable Turnover = Annual credit sales / Average accounts receivable

Accounts Receivable Turnover Calculation
Average Accounts Receivable is the average of the opening and closing balances for Accounts Receivable.

In real life, sometimes it is hard to get the number of how much of the sales were made on credit. Investors can use total sales as a shortcut. When this is done, it is important to remain consistent if the ratio is compared to that of other companies.

Example: assume annual credit sales are $10,000, accounts receivable at the beginning is $2,500, and accounts receivable at the end of the year is $1,500.

The accounts receivable turnover is: 10,000 / ((2,500 + 1,500)/2) = 5 times

Accounts Receivable Turnover Example
To emphasize it’s importance we will provide an accounts receivable turnover ratio example. Many companies live and die by collections. These rates are essential to having the necessary cash to cover expenses like inventory, payroll, warehousing, distribution, and more.

Manufactco is a company that manufactures widgets. Manufactco’s widgets have become very popular. The company is growing quickly and must hire new employees for their plant.

Annual Credit Sales: $10,000
Accounts Receivable in 1/1/09: $2,500
Accounts Receivable in 12/31/09: $1,500

Currently, Manufactco’s accounts receivable turnover rate is:

$10,000/ (($2,500 + $1,500)/2) = 5 times

Every company should have someone tasked as, amongst other bookkeeping matters, head accounts receivable turnover calculator. This person is known as a Chief Financial Officer; a CFO. She has found that a full turnover happens 5 times in one year. To rephrase, in a full year all open accounts receivable are collected and closed 5 times. This is the accounts receivable turnover ratio meaning.

Now let’s make things a bit more complicated. How many accounts receivable turnover days will it take to complete one cycle?

Simply use this formula:
Days Receivable Outstanding = # of days / accounts receivable ratio calculation

Many companies Google “accounts receivable turnover ratio calculator”, look towards their BA II, or scour their local bookstore. A properly trained CFO, however, has the answers to this and many other questions.

The period for this example begins at 1/1/09 and ends at 12/31/09. The number of days for this period, then, would be 365. Manufactco’s accounts receivable equation for the number of days a receivable is outstanding is:

365 days / 5 times = 73 days for AR to turnover

This means that all open accounts receivable are collected and closed every 73 days. In 73 days customers make a purchase, are reminded that payment is due, send payment, have payments processed, and have receivable accounts closed.

The Chief Financial Officer of Manufactco now knows that 5 full turnovers happen in a year. She also knows that it takes 73 days for one full turnover to occur. Creating a profitable company is now a simple matter.

Tightening credit policies is one common method. Options include decreasing the amount of days allotted before payment is due, including or increasing discounts for early payment, or increasing the late payment penalty fee. Additionally, she could update collections technologies or simply increase collections staff. In extreme conditions Manufactco could even stop serving certain customers, in effect “firing” those who are late or non-paying. All of these tools are available for the clever CFO.

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Leveraging Credit Policies to Improve Liquidity

Overdue receivables obviously have a major impact on your company’s cash flow. If you don’t have a clear, detailed, firm credit policy in place, expect customer confusion, resentment, and an ever-increasing gap between your receivables and your payables.

Credit Where Credit Is Due
To whom will you extend credit, and how will they qualify? Small businesses should run credit checks just as rigorously as the Fortune 500 companies do. Ask for financial statements, credit reports, and vendor or customer references.

Name your terms.
Always include your full credit policy in your client contracts. If the client signs the contract, he is legally bound to abide by the policy’s terms. Spell out every possible question or variable about your qualification, payment and collection terms, including such items as:

Qualification.
Deposit amounts or percentages that may be required for credit; credit report scores; amount of credit extended

Payment.
Repayment timeframe (upon receipt, “Net 30,” etc.); accepted payment methods; possible discounts or other incentives for pre-payment

Collection.
Late charges (rates and when assessed); collection methods; legal repercussions of nonpayment

Monitor the client.
Use an aging report divided into categories of repayment periods (30 days, 60 days, and son on) to see which of your current clients are slow-pays or no-pays and whether the behavior occurs repeatedly. Review their financials every year to make sure they’ve maintained their credit-worthiness, bearing in mind seasonal upswings or downswings that might help you anticipate their payment behaviors.

Stick to your policy.
Once you’ve created an ironclad credit policy and gotten customers to follow it, don’t drop the ball by failing to follow it yourself. Customers will pay attention to your company’s billing and collections practices to gauge how strictly you apply them. If you invoice late, for instance, your client may decide that it’s just as fair to pay late — after all, you’re clearly in no hurry to collect, right? Bill on time, every time, and follow your credit policy like clockwork. If you take your requirements seriously, so will your customers.

Re-negotiate as Needed.
If some customers consistently have trouble meeting the specific credit agreement they made with you, maybe they’d perform better under a slightly different percentage here or limit there. You don’t have to rewrite or go back on your policy to discuss options that both parties can accept.

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Issuance of corporate lines of credit sinks to its lowest level since 1993.

Vincent Ryan, CFO.com | US
 January 15, 2010

New issuance of syndicated, revolving lines of credit dropped 28% by dollar volume in 2009, according to data from Reuters Loan Pricing, as companies shifted their sources of liquidity and reduced reliance on bank credit. The $547 billion in volume issued was one-third 2007’s record issuance of $1.68 trillion, but the drop was less than 2008’s fall of 55%.

Investment-grade issuance in 2009 was slightly less than leveraged issuance. Overall, the total was the lowest amount of dollars committed since 1993, which was before the syndicated loan market took off due to the development of sophisticated risk-management techniques for lenders.

Revolving lines of credit are a critical capital source for payroll, raw materials, and rents. Higher rates and reduced capacity on such debt can mean companies have to consume more of their cash on hand in daily operations and build higher nonoperational cash levels as a buffer against future shortfalls.

“We are seeing clients delever their balance sheets. They’re not pursuing loans or any other kind of capital right now,” says Cathy Bessant, until recently president of global corporate banking at Bank of America. (Bessant was named to a new job at Bank of America last week, head of global technology and operations.) “The general sense in the marketplace is that this is a time to be very focused on a conservative leverage position and on preservation of top-line revenue and profitability,” she says. “And at the same time, companies are using their own cash for much of what they would have used the loan market for in the past.” Still, she expects that conservatism to change during 2010.

Companies are also trying to defer bank refinancing, potentially to replace it with bond financing, says John Walenta, a partner in corporate and institutional banking at Oliver Wyman. Another factor is that leveraged merger and acquisition activity has fallen off substantially in the past 18 months, he says.

Commercial banks are still limiting their overall exposure to corporate lines of credit, according to bank call reports for the third quarter of 2009, but not uniformly. The amount of unused commercial-credit commitments, which banks report as contingent liabilities, dropped in the third quarter for JP Morgan Chase and Citigroup, for example. JP Morgan Chase’s obligations fell to $219 billion as of September 2009 from $247 billon in the first quarter. Citigroup’s commitments fell to $248 billion from $262 billion.

But not all banks reduced such lending. Revolver balances actually rose at Bank of America ($329 billion, up from $269 billion in the first quarter) and Wells Fargo ($99 billion, up from $84 billion).
In negotiating for new credit lines or renewals, many companies are lowering maximum borrowing capacity because their drawdowns have been substantially less than the full capacity of the revolver. Of course, this lowers fees and interest payments for companies, which is especially important as rates above LIBOR on revolvers have risen to 350 basis points and higher.

Carmike Cinemas, for example, an owner and operator of digital and 3D movie theaters, is replacing a $50 million revolver maturing in 2010 with a $30 million facility maturing in January 2013. The company is reducing the revolver’s size even though its cash and cash equivalents slightly declined during the first three quarters of 2009. The new facility will bear interest at a rate of LIBOR plus 400 basis points, with a LIBOR floor of 2.0%. The existing revolving credit facility was undrawn as of December 31, 2009.

Complicating access to revolving lines of credit the next two years will be billions of dollars of maturities in revolving facilities. According to Reuters Loan Pricing, $563 billion in syndicated credit lines comes due in 2010 and another $733 billion in 2011. A predominant portion of the maturities will occur at investment-grade firms.

“The average maturity of a bank-arranged loan is two to three years, so there is always a constant refinancing pipeline,” says Walenta. “My general feeling is the market can accommodate [the maturities] but it will do so on terms comparably more favorable to the banks.”

Revolvers have been the dominant source of liquidity for corporations in the past. In a global sample of 204 firms last year, the median credit line was equal to 15% of book assets, according to a study headed by Karl Lins of the University of Utah. In contrast, total cash holdings of firms in the survey amounted to only 9% of book assets.

The CFOs of the large corporations studied (median revenue $1.6 billion) primarily used lines of credit as “optional liquidity” — to fund future growth opportunities. Companies that indicated a strong need to obtain future external funds, and those that perceived their equity to be undervalued, tended to hold larger lines of credit.

© CFO Publishing Corporation 2009. All rights reserved.

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