Receivables management: Difference between revisions
From ACT Wiki
Jump to navigationJump to search
imported>Doug Williamson (Link with qualifications page) |
imported>Doug Williamson m (Add category.) |
||
| (2 intermediate revisions by the same user not shown) | |||
| Line 2: | Line 2: | ||
But if trade receivables are maintained at too low a level, less generous credit terms may drive customers away, resulting in lost sales. | But if trade receivables are maintained at too low a level, less generous credit terms may drive customers away, resulting in lost sales. | ||
Effective receivables management - among other things - identifies an appropriately balanced level of receivables. | Effective receivables management - among other things - identifies an appropriately balanced level of receivables. | ||
| Line 7: | Line 8: | ||
== See also == | == See also == | ||
* [[Aged debtors' analysis]] | |||
* [[Days receivables outstanding]] | * [[Days receivables outstanding]] | ||
* [[CertICM]] | * [[CertICM]] | ||
* [[Receivables]] | |||
[[Category:Manage_risks]] | |||
[[Category:Trade_finance]] | |||
Latest revision as of 12:41, 29 October 2020
If trade receivables are allowed to rise too high, the business will have to wait a long time before it receives cash from its customers for credit sales, resulting in the need for higher levels of capital investment in the business and increasing the risk of non-payment.
But if trade receivables are maintained at too low a level, less generous credit terms may drive customers away, resulting in lost sales.
Effective receivables management - among other things - identifies an appropriately balanced level of receivables.
