credit management. the cash flows of granting credit credit sale is made customer mails check firm...
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CREDIT MANAGEMENT
The Cash Flows of Granting Credit
Credit sale is made
Customer mails check
Firm deposits check
Bank credits firm’s
account
Accounts receivable
Cash collection
Time
COSTS & BENEFITS OF CREDIT MANAGEMENT
OPPORTUNITY COST
COLLECTION COST
BAD DEBTS
INCREASED SALES
INCREASE IN MARKET SHARE
INCREASE IN PROFITS
TERMS OF PAYMENT
• Cash Mode
• Bill of Exchange
• Letter of Credit
• Consignment
CREDIT POLICY VARIABLES
The important dimensions of a firm’s credit policy are:
• Credit standards
• Credit period
• Cash discount
• Collection effort
CREDIT STANDARDS
Liberal Stiff
• Sales Higher Lower
• Bad debt loss Higher Lower
• Investment Larger Smaller in receivables
• Collection costs Higher Lower
IMPACT ON RESIDUAL INCOME OF RELAXATION
P = [S(1 – V) - Sbn] (1 – t ) – k I
where P = change in Profit
S = increase in sales
V = ratio if variable costs to sales
bn = bad debt loss ratio on new sales
t = corporate tax rate
I = increase in receivables investment
Q.PSD Ltd. is considering relaxing its credit standards.
S = Rs.15 million, bn = 0.10, V = 0.80,
ACP = 40 days, k = 0.10, t = 0.4
P = [15,000,000 (1 – 0.80) – 15,000,000 x 0.10] (1 – 0.4)
15,000,000 – 0.10 x x 40 x 0.80
360
= Rs.766,667
CREDIT PERIOD
Longer Shorter
• Sales Higher Lower
• Investment in Larger Smaller
receivables
• Bad debts Higher Lower
IMPACT ON RESIDUAL
INCOME OF LONGER CREDIT PERIOD
P = [S(1 – V) - Sbn] (1 – t ) – k I
INCREASE IN RECEIVABLES INVESTMENT
S0 S
I = (ACPn – ACP0) + V (ACPn) 360 360
where: I = increase in receivables investment
ACPn = new average collection period (after lengthening the credit period)
ACP0 = old average collection period
V = ratio of variable cost to sales
S = increase in sales
Q. X Limited is considering extending its credit period from 30 to 60 days.
S = Rs.50 million, S = Rs.5 million, V = 0.85, bn = 0.08,
k = 0.10, t = 0.40
P = [5,000,000 x 0.15 – 5,000,000 x 0.08] (0.6)
– 0.10 (60 – 30) x + 0.85 x 60 x
= [750,000 – 400,000] (0.6) – 0.10 [4,166,667 + 708,333]
= – 277,500
50,000,000360
5,000,000360
LIBERALISING THE CASH DISCOUNT POLICY
P = [S(1 – V) - DIS] (1 – t ) + k I
DECREASING THE RIGOUR OF COLLECTION PROGRAMME
RI = [S(1 – V) - BD] (1 – t ) – k I
Cash Discounts
• Often part of the terms of sale• There is a tradeoff between the size of the
discount and the increased speed and rate of collection of receivables.
• An example would be “3/10, net 30”– The customer can take a 3% discount if s/he pays
within 10 days.– In any event, s/he must pay within 30 days.
The Interest Rate Implicit in 3/10, net 30
A firm offering credit terms of 3/10, net 30 is essentially offering their customers a 20-day loan.
To see this, consider a firm that makes a $1,000 sale on day 0.
Some customers will pay on day 10 and take the discount.
Other customers will pay on day 30 and forgo the discount.
0 10 30
$970
0 10 30
$1,000
Calculation of Cost of Cash Discount
Rate of discount x No. of days in a year1- Rate of discount (Credit period-Discount
period)
Credit terms Cost of trade credit(%)
2/10 Net 30 36.722/10 Net 45 20.991/10 Net 60 18.182/15 Net 30 48.98
28.3 Optimal Credit Policy
Carrying Costs
Total costs
C*
Costs in dollars
Level of credit extended
At the optimal amount of credit, the incremental cash flows from increased sales are exactly equal to the carrying costs from the increase in accounts receivable.
Opportunity costs
TRADITIONAL CREDIT ANALYSIS
Five Cs of Credit
Character : The willingness of the customer to honour his obligations
Capacity : The operating cash flows of the customer
Capital : The financial reserves of the customer
Collateral : The security offered by the customer
Conditions : The general economic conditions that affect the customer
Case History : Checking customers past transaction to extend credit to
the customer
:
MONITORING OF ACCOUNTS RECEIVABLES
• RECEIVABLES TURNOVER
• AVERAGE COLLECTION PERIOD (ACP)
• AGEING SCHEDULE
• COLLECTION MATRIX
RECEIVABLES TURNOVER
• How quickly RECEIVABLES are CONVERTED in to CASH
Receivables Turnover Rate= Total Net Sales
Avg. Debtors* (*including Bills Receivables)
AVERAGE COLLECTION PERIOD (ACP)
• Time (no. of Days)• the Credit Sales• are converted• In to Cash
ACP= 365/ Receivables Turnover
AGEING SCHEDULE
• Statement showing • AGE WISE GROUPING OF DEBTORS
OR• Breaking up of Debtors• according to the LENGTH OF TIME• for which they have been OUTSTANDING
Age Group(in Days)
Amount Outstanding (Rs.)
Percentage of Debtorsto Total Debtors
Less Than 30
31-45
46-60
Above 60
40,00,000
20,00,000
30,00,000
10,00,000
40
20
30
10
Total 1,00,00,000 100
COLLECTION MATRIX
• Shows • the collection pattern (in months)• for the CREDIT SALES• made in a month
Percentage of Receivables January February March April May June Collected During the Sales Sales Sales Sales Sales Sales Month of sales 13 14 15 12 10 9 First following month 42 35 40 40 36 35 Second following month 33 40 21 24 26 26 Third following month 12 11 24 19 24 25 Fourth following month - - - 5 4 5
Factoring
• The sale of a firm’s accounts receivable to a financial institution (known as a factor)
• The firm and the factor agree on the basic credit terms for each customer.
Firm
Factor
Customer
Customers send payment to the factor.
The factor pays an agreed-upon percentage of the
accounts receivable to the firm. The factor bears the
risk of nonpaying customers.
Goods
TYPES OF FACTORINGTYPES/ Service Short term finance Sales Ledger
AdministrationCredit Protection
Recourse Yes Yes No
Non Recourse Yes Yes Yes
Maturity No Yes No
Invoice Discounting Yes No No