Accounts receivable(DZ) - the amount of debts owed to the company by other enterprises, firms, as well as citizens who are their debtors.

Where does it come from? Every company strives to gain an advantage over its competitors and sell more of its products. In the FMCG market, competition is especially fierce: shelf space at a retail outlet is limited, as is the amount of money reserved for the purchase of goods. To help the client increase the volume of goods purchased, companies can take out loans, that is, provide a deferred payment for a certain period. Lending is secured by an agreement, which stipulates the maximum loan size (“loan depth in rubles”) and the maximum loan term (“loan depth in days”). As a rule, these indicators depend on the characteristics of the product for which the loan is given: if the product is sold slowly at a retail outlet, then the loan period is longer. That is, in essence, the client is credited from the delivery of a consignment of goods until the next delivery, and with a new delivery he pays for the previous one. And since the fundamental difference between goods in the FMCG sector is their high turnover, the loan depth in days is usually small, most often one or two calendar weeks.

When a client decides to take advantage of the loan opportunity provided to him, receivables appear, which are of two types:

1. Current - before the expiration of its repayment period provided for by written agreement of the parties;
2. Overdue (PDZ) – the repayment period of which has expired. The client has actually already sold the goods, but does not return the money to the supplier. In this case, the lending goals are not achieved, because the client still does not have money in his account to purchase a new batch. This leads to a reduction in the cash turnover of the supplier company, an increase in the share of doubtful debts and, as a consequence, an increase in credit risks. For this, this usually means that he loses part of his bonus for the month, since the initiative to lend to the client came from him, in pursuit of the desire to fulfill the sales plan, he submitted an application for lending to an insufficiently solvent client and did not make the necessary effort to convince the client to pay during. In almost all companies, sales representatives have target values ​​​​for the sales force, for example, in the form of the ratio in rubles of the amount of the sales force to the sum of the entire salary, and if this ratio exceeds the percentage allowed in the company, the bonus part of the sales representative is not paid in full.

There are two more types of receivables within the PDS:

1. Doubtful - not repaid on time and not secured by collateral, surety, or bank guarantee.
2. Hopeless - that is, unrealistic for collection, for which the three-year limitation period provided for by the Civil Code of the Russian Federation has already expired, without confirmation of the debt on the part of the debtor, or the obligation has been terminated due to the impossibility of its fulfillment, for example, due to the liquidation of the debtor organization. Such PDZ is ultimately recorded as a net loss and written off.

There can be many reasons for non-payment, for example, the client simply forgot to pay, he did not have available funds, technical reasons (the client’s account is blocked, the client is undergoing reorganization, there are any problems with the documents used to supply the products, etc. ). And at the same time, any company that has been operating in the FMCG market for a long time will tell you a considerable number of real cases where clients deliberately did not pay the money borrowed, delaying the payment period until a court hearing was scheduled (and this is not a quick matter), or deliberately accrued loans before liquidating a business with the firm intention of leaving creditors high and dry. There were many such cases until the mid-2000s, when a certain part of domestic retail outlets still represented “wild retail”, operating without documents, using fictitious documents, using gray and black schemes.

…I remember visiting a problem client together with a security officer many years ago while working in one of the trading companies. We drove up the courtyard to the back entrance: a tin-lined door without identification marks leading to a semi-basement room. Our “security officer” was a typical representative of the “old Soviet school” police officer, a calm, decent, deeply erudite person, a pleasant conversationalist. But as soon as he took one step out of the car towards the door, his gait immediately changed unrecognizably, his shoulders moved back, and his chin leaned forward. Behind the door below, in the twilight of the basement, on the bare concrete floor there was a table made of rough-hewn boards, at which three strong, short-haired brothers sat, taking some papers out of boxes and putting them in piles. A fourth appeared from the depths of the basement, and somehow, without words, it immediately became clear that he was the eldest here. Together with our “security guy,” they went off somewhere, everyone silently waited for their return, there was a heavy, oppressive silence for about ten minutes. When they finally appeared again, their elder’s hand was on the shoulder of our “security guy.” “So, in short, we pay these guys,” he told his friends. They started rearranging papers on the table again, and we went back to the office. I don’t know what the conversation was about in the basement, but this client’s debt was soon paid off.

What should be done to ensure that the current remote control does not turn into a PD? The main means is to constantly monitor the status of current receivables so that they do not become overdue. As a rule, in large FMCG companies, monitoring the status of accounts receivable is carried out daily (in some companies with a high degree of business automation it can even be carried out in real time), and measures to optimize it are applied promptly. Remote sensing control measures usually include:

1. Daily monitoring of accounts receivable in sales departments.
2. Identification of clients who fall into the “risk group” based on suitable payment terms.
3. Working with clients on the issue of repaying receivables on time (carrying out reconciliations of mutual settlements, calling clients with a reminder of the accrual of penalties when a late payment occurs, written messages by e-mail, personal meetings).
4. Blocking further shipments to the client in the event of a shortfall, charging penalties, drawing up and agreeing with the client on a repayment schedule for receivables, eliminating credit limits for clients with poor financial discipline.
5. If the issue with the PDZ is not resolved, the debt is collected through the court.

The measures applied to clients depend on the number of days of delay and the client’s willingness to resolve the situation. The more significant and longer the delay, the more and more levels of the company’s management are involved in solving the problem situation, and the costs of repaying the loan actually increase. Therefore, rather than treating a disease, it is better to prevent it: companies gradually began to introduce various kinds of restrictions and increasingly stringent conditions for providing loans, creating customer credit histories and “black lists.” Over time, domestic retail became more and more civilized, and the market became more mature and established. Despite the fact that many clients still needed working capital, lending to clients no longer brought supplier companies a significant advantage over competitors. And after the 2008 crisis, many FMCG companies significantly reduced the volume of lending to customers, and some abandoned it altogether, thereby significantly reducing credit risks for themselves and saving their

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. In 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 lend 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 is a wholesale company, is there any activity in the office, what is the mood of the staff, are there any cases of layoffs or transfer of workers 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 makes it possible 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, the 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 scattering 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 decision-making issues about 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 claim.

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 else.

Increasing the efficiency of debt collection 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. Debt can also be purchased by a company that is part of the same financial group as the debtor and is interested in purchasing all the debts of the holding organizations. 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.

The correct economic policy of an enterprise depends on constant analysis and effective management (hereinafter referred to as DM), which significantly affects the profitability of production. Such research suggests where there are weak points in revenue generation and then decides how to minimize their impact. Among the methods of debt management are the following: organization of clear accounting of orders; timely issuance of invoices and determination of the nature of debts.

The study of these factors requires special attention. If, for example, the receipt of funds takes too long, then you need to look for ways to reduce the time spent between the stage of selling the goods and registration for the consumer. In addition, it is also worth assessing the costs that arise due to the presence of remote sensing, because this results in lost benefits from not using funds that could have been invested. What factors should attract attention when analyzing the financial policy of an enterprise in order to organize effective management of the enterprise? This will be described below.

The need for remote sensing analysis

Various types of debt obligations of any enterprises and persons in favor of a given manufacturer are called debt obligations.

During her analysis identify all the moments of its occurrence and impact on the profitability of the organization. This is necessary to correctly determine effective management keys, as well as consider the optimal timing of providing credit to buyers. After all, the time to pay off the debt has a direct impact on sales volumes and businesses. Typically, a longer repayment period for loan agreements significantly increases the quantity of products sold and vice versa.

It has already been precisely established that the credit period for repaying the cost of goods or services directly affects the costs and income of the enterprise. At the same time, a strict payment procedure will allow you to invest less money in debt and reduce the risk of losses from non-repayment of bad debts. However, it will entail a decrease in sales volumes and, accordingly, a reduction to a minimum of profits from a negative assessment of such activities by buyers.

Due to such circumstances main goals carrying out the analysis of remote sensing data are as follows:

1. Identify the characteristic features of profitability while analyzing the state and dynamics of debt and accounts payable.
2. Define an effective framework for achieving improvements in enterprise debt management.
3. Prevent the occurrence of bad debts in the future and optimize relationships with customers during the provision of loans to them in order to ensure stable income.

Debt arises for various reasons, so DZ is classified by these types:

1. shipment has taken place, but full payment has not yet arrived;
2. delay in payments for goods (services) after the deadline;
3. on bills of exchange receivable;
4. delay in payments to the budget;
5. debt for wages and other amounts due to working personnel;
6. other.

In this list, the lion's share of the total volume of debt is occupied by unpaid debts of buyers for goods transferred to them in the first three positions. The final amount for settlements with consumers usually reaches 80-90% of the total mass.

By twelve month repayment period Debt divides debt into 2 more groups:

• long-term (more than 12 months);
• short-term (up to 12 months).

Indicators of remote sensing and its accounting

In companies using accounting, DZ share for the following articles:

During the analysis in terms of its structure it is necessary to identify the specific share of funds separately for each item. At the same time, you need to pay attention to the occurrence and accumulation of overdue debt obligations, which lead to a deterioration in the profitability of the organization’s activities. Identification of such moments will make it possible in the future to more carefully assess the solvency of counterparties, as well as to more closely and accurately conclude transactions with new buyers.

Fractional parts of remote control will help you pay attention to which indicator leads to a deterioration in economic activity. They require corrective actions in the further management of financial flows.

In civil law, debt is referred to as property rights, which are secured after the lapse of time by receiving a certain amount of money or goods (services) from the debtor. Such debt assets or finances should be reflected in accounting and tax reporting as part of the company's assets.

These actions regulated the following regulatory acts of the Russian Federation:

1. Civil code.
2. Federal Law “On Accounting” dated November 21, 1996. No. 129-FZ.
3. Tax Code.
4. Regulations on accounting and financial reporting.
5. Decrees of the Government of the Russian Federation.
6. Code of Administrative Offences.
7. Accounting Regulations “Income of the Organization” PBU 9/99.
8. Accounting Regulations “Organization Expenses” PBU 10/99.

In practice, there are often cases of failure by debtor counterparties to fulfill their contractual obligations, therefore the legislation also provides for penalties for violating the terms of transactions. They are subject to civil liability and are subject to fines, penalties, penalties or high interest rates.

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Remote sensing analysis methods

There are two methods for performing analysis: continuous and selective.

Which one to use depends on several factors:

• size of debt amounts;
• volume of settlement documents;
• number of debtors.

Analyzing the debt, a number of indicators, both absolute and relative, are identified that characterize the fulfillment of debt obligations by buyers. First, the absolute indicator of overdue debts is determined. These include those debts for which the three-month period, counted from the final day of repayment, has already expired.

The significant value is . This value is determined using the formula, where by dividing the amount of sales revenue (VR) by the average DZ (AD), the desired parameter is obtained:

Kodz = VR/DZ.

In the formula, the expected amount of BP during subsequent payments is taken without taking into account the amount and excise tax.

This coefficient shows the number of turnovers that such funds make during a particular reporting period. Most often it is calculated for the calendar year.

The next step is to find repayment period by dividing the number of calendar days in the reporting period (N) by the turnover ratio:

Ppdz = N / Kodz.

When determining the timing of debt repayment, attention is paid to its duration: the longer it is, the higher the risk of non-repayment of funds. If an increase in this indicator is detected, then we can judge a decrease in products (services).

Establishing the percentage of debt in the total volume of working capital is necessary for determining financial well-being enterprises. This type of debt refers to current assets and, unlike non-current ones, after a certain period it turns into the company’s finances.

Analysis shows, how high is the share of immobilized assets, which include remote assets.

The higher its percentage, the stronger the inhibition of financial processes.

Specific gravity DZ is calculated using the formula:

UVdz = Dz/Co*100,
where Co is the volume of working capital.

It is imperative to determine and share of doubtful debts characterizing the quality of all available types of receivables. With the growth of this indicator, one can judge the constant decrease in the company’s liquidity, since its ability to cover, in turn, repay loans from assets, decreases.

Share of doubtful debts calculated by dividing their sum by the total value of the DZ:

Uvsd = Ssd/ Odz* 100,
where Сз – doubtful debts.

The hidden liability that has arisen for the enterprise, formed in connection with prepayments to suppliers, is clarified during the analysis and assessment of the state of settlements.

Examples of remote sensing analysis

It is best to analyze the activities of an enterprise in terms of the structure, composition and dynamics of the overall remote control using the data in Table 1.

Table 1. Composition and dynamics of total receivables

From the table parameters it is clear that the amount of receivables decreased in 2014 in contrast to the previous year by 0.4%. This circumstance is caused by a reduction in debt among consumers of manufactured products. However, in 2015 there was a jump upward and, as a result, its amount exceeded the figure for 2014 by 38.7%. As can be seen from Table 1, the largest parameters entered in the growth rate column relate to 2 positions: settlements with consumers and tax obligations.

Since the maximum value in Table 1 belongs to the line of settlements with buyers and customers in comparison with other minor parameters, it is necessary to understand this type of debt in more detail. To do this, draw up Table 2 for settlements with consumers.

Table 2. Summary table for settlements with consumers

Here, maximum amounts are taken into account, which have a predominant impact on the overall debt structure. Therefore, table 2 consists of data from 4 counterparties of the enterprise, which are biggest debtors , and other organizations combined into a common line of other buyers and customers. The three main consumers have debt that accounts for more than 10% of the total debt. The indicators of other buyers differ significantly and have an insignificant share, but they are also analyzed.

Among the counterparty enterprises with the maximum share in the total amount of debt, the first place is occupied by company A, which reached 41.6%. It is her actions that have a predominant impact on the growth of debt in the structure of the “buyers and customers” item.

Table 3. Debt repayment terms

The compiled Table 3 indicates that the bulk of the loan receivables lies within the repayment period for 60 days. The filled-in cell parameters draw attention to a more detailed consideration of the debt from company B due to overdue and the large share of the debt, reaching 44.3%.

As the analysis progresses, the parameters of the remote control turnover must be determined. They characterize the number of turnovers of funds during transactions. The average duration of one revolution is analyzed.

The company's indicators are summarized in table 4 turnover.

Table 4. Turnover

The indicators collected in the table revealed that the duration of the turnover of debt funds has decreased over three years, which indicates a decrease in the repayment period of debt. This is a positive trend in the economic activity of the enterprise, because it leads to an acceleration of the release of finance from circulation.

At the end of all analytical actions in Table 5, a comparison of receivables and credits is performed.

Table 5. Comparison of accounts receivable and accounts payable

The resulting ratio of accounts receivable to accounts payable in the table exceeds “1.00”. Received values confirm full coverage of remote sensing above the creditor's, i.e. an enterprise can easily pay its creditors in a timely manner, and there is no need to turn to other, additional sources of financing. At the same time, the coefficient does not exceed the standard indicator “2”, which indicates a slowdown in the period of transition of the liquid part of current assets into cash.

Methods of analysis and accounting of accounts payable

Debt obligations incurred by an organization to other companies and individuals are called accounts payable.

Repayable loan payments may be the following:

• to budget or other funds;
• work team;
• enterprises supplying raw materials;
• organizations with which they are concluded;
• other creditors.

This list can also include debts to banks or other legal entities for short-term or long-term loans received from them.

Unjustified accounts payable

During the analysis it is necessary to identify the presence of unjustified accounts payable, which includes:

• overdue debts to suppliers due to unpaid payment documents on time;
• debt for materials supplied or services provided, arising due to the lack of payment documents from suppliers.

If you've already run out statute of limitations filing on the issue of payment of debt to the supplier, the amount is included in the profit of the organization that has the credit debt.

This type of debt can be in the form of either cash or in kind. Therefore, its structure includes different calculation items. It includes unclaimed deposited amounts, debts from claims, etc.

They analyze the activities of a particular enterprise in terms of the timing of receiving finance and paying debt payments. In the same way as in the loan agreement, the turnover ratio, the absolute indicator and the period for repayment of accounts payable are determined.

Identified accounts payable on the basis of paragraph 78 of the Accounting Regulations are subject to liability if the statute of limitations has expired. The amount is withdrawn from the accounting balance based on the readings received after the inventory. Based on the results of its implementation, a written justification is drawn up, an order is issued for the enterprise or another order from the head of the company on deregistration.

Annually subject to inventory check all settlements with suppliers, debtors and creditors. These activities are needed to ensure reliable accounting and reporting. Based on the results of the inspection, the commission reports on the identified debts with an expired statute of limitations. After this, measures are taken to write them off.

When analyzing the business activities of a company, it is imperative to carry out comparison of accounts receivable and accounts payable indicators. A positive result will be if the resulting indicator of the total debt is greater than the creditor's, which indicates successful work and effective production management. In such cases, the organization receives more finance than it spends.

However, a large difference may also indicate that there is an inability of this company to pay the invoices issued to it.

For comparison, the following are calculated creditor indicators:

• turnover period,
• debt repayment period,
• the rate of increase in the amount of loans.

The best option for a comparative analysis is considered to be the one when the turnover ratios of accounts payable and accounts payable do not significantly exceed each other. This ensures stable profitability of the enterprise and sustainable production.

An example of receivables analysis is presented in the following webinar:

Almost everyone has probably heard the phrase “accounts receivable,” but only a few can clearly answer the question of what it is, what kind of debt it is, and what consequences its presence on the balance sheet has for the company.

Let's try to figure it out, because the stable financial condition of a company is the well-being of its owners and employees, and is one of the factors on which such a condition depends.

Definition and classification of receivables

In simple human language, accounts receivable are what a company owes to its customers or suppliers.

If a company has shipped goods to another company, the buyer is obliged to pay the seller money for it.

If, on the contrary, you transferred funds to someone in exchange for goods or work, then this someone has an obligation to supply you with products, provide the corresponding service or fulfill your order.

This obligation, in fact, is accounts receivable.

can be classified:

• by type (urgent, overdue and hopeless);
• by form (monetary and commodity),
• by duration (short-term and long-term).

Let's talk in detail about overdue debt, since it is its presence and untimely collection that can lead to the most negative consequences.

The concept of overdue receivables

Imagine that your company, under a contract, shipped drills worth 100,000 rubles to a client with the condition that the buyer will pay their cost 5 days after delivery. At the moment when you handed over the goods, the accountant recorded the formation of accounts receivable - the client’s obligation to pay.

However, since the 5 days have not yet expired, such an obligation is urgent and you cannot demand its immediate fulfillment. Five days later, you still have not received the money, and the obligation has been transformed from urgent to one not fulfilled within the agreed period (overdue). This is how you formed overdue accounts receivable (OPR).

Using this example, we can give the following definition of PPD. This - the amount of funds not paid to the enterprise by the debtor within a certain period.

Accounts receivable are debts that are not paid within the terms stipulated by the contract.

Many novice accountants and managers ask the question: “overdue accounts receivable – how many months?” There is no clear answer to this question. There can be any number of months - read the contract.

How long can receivables be overdue?

If the terms of the contract did not stipulate that the debtor’s obligation would be secured, for example, by a guarantee or pledge or surety, then after this obligation becomes overdue, the PZ is doubtful - one for which there is no certainty that it will be repaid.

If a period of time has passed during which it was possible to apply to the judicial authorities with a corresponding claim, other objective reasons have arisen, such as: force majeure, liquidation or death of the debtor, doubtful debt turns into a bad debt, one the collection of which is no longer possible.

Thus, both doubtful and hopeless are types of overdue receivables.

The legislator established a total length of three years. Therefore, in order not to miss the opportunity to collect debt through legal proceedings. the enterprise must take all measures for this within the specified period, starting its calculation from the moment the PZ is formed.

Please note

In some agreements, the parties do not determine the terms of settlement by a specific date, but tie such a period to some event (for example, 3 days after signing the act), or, if the agreement is concluded in a simplified way (exchange of letters, telegrams, delivery based on an invoice) , do not indicate it at all. In this case. The settlement period must be determined:

• or the date of occurrence of the relevant event;
• or the date of expiration of a reasonable period (usually 7 days) after the debtor receives the creditor’s claim containing the requirement to repay (Article 200. Article 314 of the Civil Code of the Russian Federation)

Accounting for overdue accounts receivable

In accounting, PDZ is subject to write-off, which is documented in the following documents:

• accounts receivable inventory act
• by order of the director to write it off
• accounting certificate based on the results of write-off.

If the reserve is not formed:

1. The accounting department makes the following entries:
   • Dt 91 – Kt 62
   • Dt 99 - Kt 91
2. The amount of debt is transferred to off-balance sheet account No. 007 and recorded there for another five years.
3. In tax accounting, the amount of personal income tax is included in non-operating income.

If a reserve has been created, we write off the personal income at the expense of the reserve and do not include it in non-operating income.

Reflection in the balance

Data on accounts receivable are reflected in the enterprise’s balance sheet (form 1) and its annex (form 5).

In the balance sheet, accordingly, fill in the lines:

• 230 – short-term debt;
• 240 – long-term debt.

Accounts receivable are stated less the provision for doubtful debts.

Calculation of overdue debts

Actually, such a calculation, if carried out only to determine the amount of debt, is a common mathematical action of subtraction. Subtract the amount of payments made from the cost of the goods delivered - that’s all.

However, if you are unable to amicably resolve the problem of debt repayment with your debtor and are forced to go to court, you will also need to calculate the amount of debt as of a certain date of such a period, which will allow you to additionally collect from the culprit a penalty in the form of a fine and other sanctions .

In conclusion, I would like to emphasize once again that the presence of a significant amount of overdue accounts receivable at an enterprise is fraught with quite serious and large losses if such debt is not monitored in a timely manner and measures are not taken to collect it.

Video consultation

About overdue accounts receivable in the “Tip of the Day” section from the Glavbukh magazine.

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 is it

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’ll talk about returning the PDZ. This is directly a 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.

Prerequisites

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. The process executors must have responsibility. Those. if the manager receives his percentage regardless of the client’s payment, then he will not be interested in working with the PD.

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
Documents:
- 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)
Documents:
- 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 submitted, 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 adjust 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!