Credit Today is the fastest growing publication in the credit field, favored by more and more top credit executives. We cover the world of business, or trade credit, with concise, yet in-depth, reporting. We also publish the most in-depth salary survey in the industry, covering all major credit positions.Credit Today is the fastest growing publication in the credit field, favored by more and more top credit executives. We cover the world of business, or trade credit, with concise, yet in-depth, reporting. We also publish the most in-depth salary survey in the industry, covering all major credit positions.   
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Credit Today is the premier online portal for trade credit professionals.

This web site and all the resources within are for subscribers to Credit Today Online. If you are new to our site, please feel free to browse some of our sample articles now!

Experian's latest Business Benchmark Report shows signs of improvement in business performance in Q4
January 24, 2012
Experian's latest Business Benchmark Report shows signs of improvement in business performance in Q4 Experian®, the leading global information services company, today released its Q4 Business Benchmark Report, which shows general improvement in business performance in most categories quarter over quarter, while metrics remain negative from a year-over-year perspective.

Risk scores remained relatively flat across all industry groups and geographic regions quarter over quarter and year over year. Interestingly, the largest businesses (those with more than 1,000 employees) showed the greatest quarter-over-quarter improvement (2.2 percent) but the largest decline (14.7 percent) year over year. . . .
keep reading

The Best Practices Series: Installment XV, Handling and Filing Bankruptcy Claims
By David Schmidt
Bankruptcies serve a necessary function in the free enterprise system. They provide a legal means to, as equitably as possible, either reorganize or redistribute the assets of failed enterprises. From a creditor perspective, however, the bankruptcy process provides a last opportunity to recover what you can from your terminally ill customers. Doing so requires an understanding of the bankruptcy laws and processes and, most importantly, a methodology for insuring that the necessary steps are taken to protect your company's interests. In this Best Practice installment, you'll learn:
  1. The three primary benefits of implementing best practices for bankruptcy claims
  2. Our eleven recommendations for procedures to implement when filing bankruptcy claims
  3. Six metrics to track to monitor how well you're measuring up
In addition, we've included a case study with some great ideas. . . .
keep reading
Selling to Non Creditworthy Accounts
Selling to Non Creditworthy Accounts At one California high-tech company, where (as we noted in an earlier issue) customer visits are regarded as investments rather than expenses, there is keen interest in seizing the sales and profit potentials available from properly crafted relationships with "non creditworthy accounts." "Controlled sales to selected non creditworthy accounts under the right conditions can be a source of incremental profitability." is how this company's written credit policy put it. . . . keep reading

Fear And Lothian Oil: Are Unsecured Creditors Under Greater Threat From Insider Loans?
Johnny White, Esq.
Fear And Lothian Oil: Are Unsecured Creditors Under Greater Threat From Insider Loans? The controversial doctrine of recharacterization empowers bankruptcy courts to ignore the formal labels of a loan and, looking instead to a transaction's substance, reclassify a lender's claim as equity instead of debt. The primary goal of the doctrine is to stop shareholders retaining assets of a bankrupt estate at the expense of creditors simply by dressing up their capital investments as loans. Recharacterization can have significant impact on the treatment of unsecured creditors in many bankruptcies. Its practical consequence is that the newly recharacterized loans fall down the ladder of priority (below the trade creditors) in the scheme of distribution at the end of the case. In large Chapter 11 cases where the debtor is carrying millions, perhaps hundreds of millions, in mezzanine bond debt for example, relegating the bondholders could be the difference between zero and hundred cent dollars for the trade. . . . keep reading

Brushing Up Your Listening Skills
By Peggy Morrow - January 11, 2012
The New Year is always a time to step back and see what kinds of things you would like to improve. First on the list for many people is to "improve my communication skills". But when people think about what they want to improve about their communication skills, listening is often not considered or is at the bottom of the list. Well, I recommend that you move it to the top of the list! First, see if you are guilty of any of these barriers to effective listening. . . . keep reading

Recent Developments Regarding Section 503(b)(9) Of The Bankruptcy Code
By Ronald A. Clifford, Esq.
Recent Developments Regarding Section 503(b)(9) Of The Bankruptcy Code The case law continues to develop regarding Section 503(b)(9) of the Bankruptcy Code. Issues such as the conditions under which a 503(b)(9) claim may be paid prior to the effective date of a plan, and what constitutes a "good" under 503(b)(9) have been at the forefront of case law in recent years. Many of these issues remain unresolved at the national level, and what vendors are left with are varying decisions from different jurisdictions around the country. . . . keep reading

Goal-Setting Ideas for Credit Staff
Do you struggle to find the right kinds of goals for your staff? The best goals are not easily achieved, but also are not so tough that they are unreachable. Here are some ideas for goalsetting: Annual targets alone are too distant to be much good as a motivator or as a measureme . . . keep reading

"The Guaranty: A Powerful Tool"
by Ann Morales Olazábal, MBA, JD
"The Guaranty: A Powerful Tool" Dade Industries' credit manager, Wayne Dempsey, wondered what would be next. Dade had just recently completed the acquisition of a smaller competitor and in reviewing the company's accounts receivable, he felt like he had opened a can of worms.

For instance, most accounts Dade would ordinarily have required to be guaranteed were not. Some files had notes in them that indicated the owner of a small customer had verbally agreed to be held responsible for the account if...

This case study looks at the nuances necessary to get a good guarantee, the differences between a guarantee and a surety (co-signer), and whether or not there is such a thing as a "standard" guarantee. . . .
keep reading
Managing Export Credit--It's a Jungle Out There
Load a month's production into several 40-foot containers and ship them halfway around the world. How do you ensure that you'll be paid? How do you comply with all of the customs and other government regulations, both here and in the customer's country? And how can you be sure you'll get the containers and the on-board space you need when you need them to meet the contract delivery dates? These are the routine challenges of export credit management today. . . . keep reading
You've Been Selected As A Critical Vendor - Now What? Negotiating Points
By Scott Blakeley, Esq.
You've Been Selected As A Critical Vendor - Now What? Negotiating Points The credit executive well knows that a customer's Chapter 11 means long delays before receiving payment on the prepetition account, which payment is usually but a fraction of the claim. Indeed, it is not uncommon for the vendor to receive stock in the reorganized debtor in exchange for its prepettion claim. Traditionally, the vendor would file a proof of claim, perhaps serve on the creditors' committee, and press the debtor for a meaningful payment. Does a vendor in this situation, especially one with substantial trade relationship, have any additional alternatives? Fortunately, with the development of the critical vendor doctrine, the credit executive may have an alternative that may result in payment in full. . . . keep reading

Does A Critical Vendor Lose Its New Value Defense To A Preference Action?
Bradley D. Blakeley, Esq.
Does A Critical Vendor Lose Its New Value Defense To A Preference Action? If you have a pre-petition claim and are selected as a critical vendor, do you lose your new value defense for the invoices paid under the critical vendor order? Creditor's rights and bankruptcy law firm Blakeley & Blakeley recently encountered the issue while defending a vendor in the Delaware bankruptcy court. Judge Sontchi decided the issue this week and the result is a big win for creditors. . . . keep reading

Credit Today Benchmarking Survey: Credit Department Metrics -- Make Sure You Know the Difference Between What Top Management Needs and What YOU Need
By David Schmidt
Credit Today Benchmarking Survey: Credit Department Metrics -- Make Sure You Know the Difference Between What Top Management Needs and What YOU Need What metrics is top management most interested in for monitoring receivable quality? Learn which two are by far the most important, as well as what others are being asked for. Learn the difference between what you should be using as a credit manager vs. what top management wants and needs.

Also: Learn the top 8 categories of A/R metrics now in use. Plus: A list of several dozen metrics being used that you can scan for some great ideas. . . .
keep reading
The Sole-Source Supplier: Working Through Your Key Customer's Financial Difficulties While Bettering Your Position For Payment On the Delinquent Account
By Scott Blakeley, Esq.
The Sole-Source Supplier: Working Through Your Key Customer's Financial Difficulties While Bettering Your Position For Payment On the Delinquent Account Your company is a sole-source supplier with a multiyear supply contract with a customer, who is a significant source of business for your company. You are the sole sole-source supplier because of the uniqueness of your product or service. The supply contract was negotiated by sales and marketing when the customer was financially sound. A year into the contract, the customer's cash flow is negative and they have failed to honor the 30 day invoice terms. They blame a downturn in the economy as why they cannot pay according to invoices. The customer has placed additional orders, but needs the credit because of cash flow. Your credit research and evaluation indicates that the customer's cash flow problems are projected to last but two quarters (and, of course, confirmed by the sale's department), and may remain a significant source of business over the balance of the supply contract. The customer's cash flow problems result in the lender calling the loan in default. Your account is now 45 days past due. . . . keep reading

Dispatches From the Credit Front, January 2012
  • Are Any of Your Customers Selling Out? - Why more business-owners are likely to sell out this year, and the consequences for trade creditors.
  • Spin-Offs and Carve-Outs - Increased numbers of spin-offs and carve-outs are also likely, and potentially a big problem for trade creditors caught unaware. What to expect and some strategies to help.
  • Retail Sales, Not Earnings, Now the Most Reliable Metric - Why sales and not earnings are probably better indicators after retailers' cautious behavior during the holiday season.
. . .
keep reading
How to Change a Slow-Paying Customer to CIA
How to Change a Slow-Paying Customer to CIA Last week on our listserv, a Member asked for an example of a letter to notify a customer that her company was changing its terms with the customer to cash-in-advance because of slow payments and a lack of integrity. She also wondered whether such a letter should be sent via "regular mail" or email.

This is a common occurrence for all in credit and can be handled with a simple letter. We'll give an example shortly, but there are a number of important principles surrounding such a letter. . . .
keep reading

The Best Credit Security Is Your Own Hard Work
The Best Credit Security Is Your Own Hard Work You get what you pay for. And you pay for what you get. Take credit insurance. There's no disputing its value against nonpayment and default. However, multiple claims or fairly large claims could result in an increase in your premium and deductible--which is why astute credit managers, like this one, always hedge their coverage with searching and continuous risk analysis. . . . keep reading
D/P, D/A and Their Use in International Sales Transactions
by David Greenberg
D/P, D/A and Their Use in International Sales Transactions Most sellers are very familiar with Open Account (O/A) and Letter of Credit (L/C) transactions. In the international arena, open account sales are regarded as having the most risk; letter of credit transactions as having the least.

Between these two poles, however, are two lesser-known transaction types: Documents Against Payment (D/P) and Documents Against Acceptance (D/A).These represent risk levels lower than an O/A, but greater than an L/C. Both rely on an instrument widely used in international trade called a bill of exchange or draft. . . .
keep reading

Basic Outline for Developing a Credit Policy
By Loral A. Narayanan
Basic Outline for Developing a Credit Policy Credit policy: a document providing "clear, written guidelines that set (1) the terms and conditions for supplying goods or services on credit, (2) customer qualification criteria, (3) procedures for making collections and (4) steps to be taken in case of customer delinquency." (BusinessDictionary.com)

A credit policy, however, should be more than a list of credit department guidelines. Properly developed, it can be a critical tool for maintaining alignment on credit issues throughout your company. . . .
keep reading

Analyzing Credit Risks Early in an Economic Recovery
Businesses have memories, and often the most important ones are in the credit department. It's not just whether customers paid within terms. It's how they acted when the going got tough. If they made promises, did they keep them? Did they take your calls and answer your questions fully and forthrightly? Those memories, whatever they are, can be your best guides to analyzing risks in this challenging economy. . . . keep reading
Energizing a Credit Staff's Potential
Energizing a Credit Staff's Potential A credit staff can work for a long time without ever achieving its full potential. Lack of training, direction and/or up-to-date systems and procedures can lock it into consistently sub par performance. Then again, with the training and systems readily available today, the same staff can quickly blossom into super performance. That's what happened here under a new manager committed to excellence. . . . keep reading
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 This Month's Survey
Outlook 2012

This month's survey explores...
  1. What the top problems are facing credit execs currently, and
  2. What the top improvement initiatives are.
Click here to participate!

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