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36 posts from September 2007

September 28, 2007

Bank of America to cut 4,000 jobs

NEW YORK - Bank of America Corp. said it will lay off about 2,500 workers in Illinois and 1,500 in Michigan over the next two years in connection with its $21 billion purchase of LaSalle Bank Corp. from Dutch bank ABN AMRO Holding NV.

The cuts are intended to help the second-largest U.S. bank save about $800 million by 2009. Following the cuts, Bank of America expects to employ about 8,000 people in Illinois and 2,500 in Michigan. It ended June with 195,675 employees.

Source: Reuters

10 businesses facing extinction in 10 years

Determining which industries aren't long for this world may seem easy enough. But some types of businesses, such as telemarketing, are surprisingly hard to kill.

And then again, other industries, probably the ones you're sad to see go, can't find a way to survive.

So start setting up your office pool, because here are our picks for 10 businesses facing extinction in 10 years. 

Read the full story on entrepreneur.com

September 27, 2007

Proof of the Value of NACM Education

I have been editing and posting testimonials from NACM members to YouTube. These testimonials were filmed at NACM's Credit Congress. As I review them a strong connection emerges between those who have attended NACM educational events and advanced their careers by doing so.

You can access the videos by going to: http://www.youtube.com/NACMmember

At the NACM Western Region Credit Conference coming up October 17-19, 2007 you have a awesome opportunity to benefit your company and career.

If you have already registered, congratulations on taking steps to enhance your future.

If you have not registered, it is not too late to change your mind. We have been calling lots of members and hearing that they don't have the time to attend.

I encourage you to value yourself and your time, by reviewing what it would take to attend this years conference. Take some time to review the NACM testimonials on YouTube, forward them to your boss, ask your company for the opportunity to help them by expanding your knowledge.

Providing Career Growth: A Key to Employee Retention

Smart credit managers know that top performers are their firms' strongest assets. These dedicated staff members demonstrate a level of drive and commitment that makes them valued by both supervisors and colleagues.

As a manager, it's your responsibility to keep these workplace stars enthused and engaged in their work. After all, if the professional challenges dry up, they may decide to leave your company and take their talents elsewhere. This makes it important for you to offer constant career growth and advancement opportunities. Here are some tips for creating a work environment that will make employees want to stay:

  • Provide new challenges. Top-performing employees enjoy constantly improving their arsenal of professional skills. Keep staff engaged by avoiding micromanaging and allowing an appropriate degree of autonomy. Clearly explain project objectives, and then step back and let staff members use their creativity to accomplish their work. Giving employees control over their projects shows that you trust them to make good decisions. Additionally, they'll gain valuable insights as they flex their problem-solving muscles, preparing them for greater responsibility down the road.
  • Promote internally. As often as you can, promote from within. This not only shows staff that you are committed to their professional development, it also reduces training time and costs associated with hiring outside candidates. Internal promotion can boost morale and productivity throughout your firm, as other employees see that advancement is possible.
  • Understand employee goals. Cultivate an open atmosphere so that employees feel comfortable talking with you about their aspirations. Work together to plot a career map outlining their growth potential within your firm. This is particularly important for high-potential staff — just because you have a particular candidate in mind for a promotion does not mean he or she has the same goals in mind. While performance reviews are a natural forum for these discussions, feedback from more frequent check-ins can help you identify new ways to challenge your staff, even if immediate promotion is not possible. For instance, the chance to work on special projects or attend seminars may make employees feel supported and valued. A formal mentoring program may provide just the support a particular worker needs.

Source: Robert Half Finance and Accounting and Accountemps

Promote career growth by sending your staff to the 20th Annual NACM Western Region Credit Conference.

September 24, 2007

Eight Steps for Effective Collection Calls

"People tend to wait to collect because they're scared to upset their customer," says Martin Sher, co-chief executive officer at collections company AmSher Receivables Management in Birmingham, Ala. "The people who get paid are those who ask."

Click through for the full story on Wall Street Journal Online.

Collecting Bills? Put Your People Skills to Work

"If you can't get [a collection] being nice, you can't get it," says Ms. Frischer, 52, collections manager at Holthouse Carlin & Van Trigt LLP, a Santa Monica, Calif., accounting firm. Her approach: Start with the attitude that most people want to pay and figure out why they aren't. "Much of it is a mental game," she says.

Click through to the full article on Wall Street Journal Online.

September 21, 2007

Factoring vs Invoice Discounting

by Michael Russell

Both factoring and invoice discounting can be described as ways to get immediate cash by selling accounts receivable to a third party, usually a finance company. In fact, the two methods are more similar than they are different.

Factoring, also referred to as asset securitization, is an outright sale of receivables to the finance company. The business gets cash and the finance company collects the debt, keeps the interest and gets a discount fee on top of that for its trouble. Invoice discounting can also be termed a sale of receivables, but in this case administration of the receivables and their collection does NOT change hands. The business that earned the income still holds that responsibility.

Here are some questions to consider in order to choose which method is best for your company:

1. Are you concerned with the cost of collections in your company? Are they getting out of hand? Is your collections area fully staffed with competent and reliable personnel? If you think your company would be better off reducing the amount of resources devoted to this function, factoring is the better choice for you, as a lot of it, but not all, can be offloaded to the finance company. If you already have a well-working collections department you might rather choose invoice discounting. That way your staff and procedures regarding collections remain in place.

2. Knowing that the finance company will undoubtedly treat your customers with the utmost courtesy, respect and professionalism, are you nevertheless concerned that he may prefer to be dealing directly with your company? Perhaps billing requests often come together with customer service requests. Your customer is generally not aware of the sale of his receivable to you with invoice discounting. Not only is he aware of a factoring arrangement, but also he is subject to confirmation calls on individual invoices by the finance company on occasion. If this is something you know would disturb your customers you may need to choose invoice discounting.

3. What are your current informational needs with regard to collections efforts and your customers? Do you currently collect this data and rely on it to make future credit decisions for this customer? Can the finance company provide it in the format and frequency you desire? If not, invoice discounting may be the right choice, so all your current data collection techniques will not be disturbed.

4. What are your cash requirements? With either factoring or invoice discounting, you are paying for the immediate cash. Doing the collections yourself at a normal rate would return you more actual cash. But invoice discounting returns you more cash than does factoring. This is, obviously, because the finance company takes on more responsibility and more duties with factoring than with invoice discounting.

5. How large a portfolio of unsecured receivables does your company hold? How diverse is it? Are there any single customers who hold more than 20% of the total receivables balance? Generally, companies using invoice discounting tend to be larger and have a more diverse portfolio. This could be why they chose invoice discounting, however, rather than a characteristic. They already have the collections efforts and data collections methods in place and the cost and difficulty involved in changing them might be prohibitive for a factoring arrangement. Diversity in the portfolio is something finance companies look for under both arrangements.

Making an honest assessment based on these factors will allow you to make the right choice for your company. You’ll soon be on the way to a healthy cash flow, no matter which you choose.

CFOs' Optimism Plummets to Six-Year Low

Finance executives blame their more pessimistic attitudes on weak consumer demand, wage inflation, and problems in the credit market. Read the full story on CFO.com

Economic Snapshot for September 2007

Several indicators point toward a weak and weakening economy, especially in the housing and labor markets. The slowdown in economic activity is largely a result of the end of the housing boom, which has spilled into the economy at large and which so far has not been replaced by another driver of stronger economic activity. At the same time, the economy still faces large risks, such as massive household debt, a comparatively high trade deficit and continued budget deficits.

  1. Wage growth is low. Factoring in inflation, hourly wages were 2.6% higher and weekly wages were 1.7% higher in July 2007 than in March 2001.
  2. Benefits are disappearing. The share of private sector workers with a pension dropped from 50.3% in 2000 to 43.2% in 2006, the last year for which data are available, and the share of people with employer-provided health insurance dropped from 64.2% to 59.7%.
  3. Family debt is on the rise. In the first quarter of 2007, household debt fell relative to disposable income for the first time in five years, but still stayed at a comparatively high 130.7%, the third highest on record. In the first quarter of 2007, families spent 14.3% of their disposable income to service their debt, up from 13.0% in the first quarter of 2001.
  4. Families feel the pressure. The share of new mortgages entering foreclosure was 0.7% in the second quarter of 2007, reflecting the fifth increase in a row to the highest level on record since 1979.
  5. Housing market slows. New home sales in July this year were 10.2% below the level of July 2006 and existing home sales were 9.0% lower. The median sales price of existing homes was 0.6% lower in July 2007 than a year earlier and the median sales price of new homes was 1.0% higher than a year earlier. The average monthly supply of homes for the six months ending in July was 7.7 months, the highest since June 1991.
  6. Home equity declines. Home equity dropped by 1.8 percentage points relative to disposable income in the first quarter of 2007, the largest such decline since the second quarter of 1992.
  7. Already weak job growth drops sharply. Monthly job growth since March 2001 has averaged an annualized 0.6%. In August, employment declined by 4,000 jobs, the first job decline since August 2003. Over the past 12 months, the average monthly job growth was 133,300 jobs, compared with 191,600 in the preceding 12 months and 210,800 in the 12 months before that.
  8. Poverty stays high. The poverty rate fell slightly to 12.3% in 2006, down from 12.6% in 2005. But this is still substantially higher than the last low point in 2000, when it was 11.3%.
  9. Improvements in the government's finances are temporary. In August 2007, the Congressional Budget Office estimated that the deficit for 2007 amounted to $158 billion, $14 billion less than projected in January. Yet the cumulative budget deficit from 2008 to 2012 increased sharply from $194 billion to $696 billion in the CBO's projections.
  10. Tax cuts do not pay for themselves. The Joint Committee on Taxation estimated that the tax cuts enacted since 2001 would cost $300 billion in 2007 alone. The federal government would therefore have shown a surplus had it not been for President Bush's tax cuts.
  11. Federal debt endangers our economic independence. Foreign investors bought 82% of new Treasury debt, and the share of U.S. foreign-held debt grew to 46% in March 2007 from 32% in March 2001. The quarterly interest payments from the federal government to foreigners rose to $38 billion in the first quarter 2007 from $21 billion in the first quarter of 2001.
  12. Trade deficit remains high despite strong export growth. In the second quarter of 2007, the trade deficit fell slightly to 5.2% of the Gross Domestic Product from 5.3% in the first quarter of 2007. Yet the last trade deficit is still larger than any trade deficit since the Great Depression recorded before the second quarter of 2004.

Source: Center for American Progress

Adding Value Through Good Customer Visits

“As credit people we don’t ever look at our roles at making the customer experience a little better,” said Susan Delloiacono, CCE, director of credit for Brother International Corp. “We kind of just stay in our own silo and we forget about the touch point we have with the customers.” However, as Delloiacono discussed in her recently delivered NACM teleconference, “Customer Visits,” a credit professional’s ability to pull off a productive customer visit and successfully maintain a healthy customer relationship can add real ongoing value to a company.

Preparation is required for any successful customer visit and, throughout her presentation, Delloiacono offered tips on what to know and what to take care of before a customer visit, such as creating an agenda, confirming with the customers what issues are going to be discussed and setting the travel logistics so both parties are clear on when the meeting will take place. Delloiacono also noted that, prior to the visit, credit professionals should know as much as possible about the customer. “Understanding the cash flow and looking at their operations cycle is so critical to a credit professional,” she said, adding that potential visitors should check the customer’s website for any recent press releases, even if they don’t necessarily pertain to business. “Customers really like that, because then you’re really taking an interest in them.

But just as important as it is for visiting creditors to know their customers, it’s also important for visitors to know everything about their own companies, including any ongoing sales and marketing initiatives. “We want to understand our companies,” before visiting a customer, she said. “You really need to understand what is going on with your sales person and it’s very important for you to understand your upcoming promotional activities.

Delloiacono took questions at the end of the presentation and also offered recommendations of other valuable resources to help when it comes to mutually beneficial customer visits and enhancing customer service. For more about NACM’s teleconference series, or to register, click here.

Source: Jacob Barron, NACM staff writer

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