Accounts Receivable

© Pearson Education Limited 2004

Fundamentals of Financial Management, 12/e
Created by: Gregory A. Kuhlemeyer, Ph.D.
Carroll College, Waukesha, WI
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 After studying Chapter 10,
you should be able to:
 List the key factors that can be varied in a firm's
credit policy and understand the trade-off between
profitability and costs involved.
 Understand how the level of investment in
accounts receivable is affected by the firm's credit
policies.
 Critically evaluate proposed changes in credit
policy, including changes in credit standards,
credit period, and cash discount.
 Describe possible sources of information on credit
applicants and how you might use the information
to analyze a credit applicant.

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 Accounts Receivable and
Inventory Management
 Credit and Collection
Policies
 Analyzing the Credit
Applicant
 Inventory Management and
Control
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 Credit and Collection
Policies of the Firm

Quality of Length of
Trade Account Credit Period
(1) Average
Collection Period

(2) Bad-debt
Losses
(piutang tak tertagih)
Firm
Possible Cash Collection
Discount Program

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 Credit Standards
Credit Standards -- The minimum quality
of credit worthiness of a credit applicant
that is acceptable to the firm.
Why lower the firm’s credit standards?
The financial manager should continually
lower the firm’s credit standards as long as
profitability from the change exceeds the
extra costs generated by the additional
receivables.
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 Credit Standards
Costs arising from relaxing
credit standards
 A larger credit department
 Additional clerical work
 Servicing additional accounts
 Bad-debt losses
 Opportunity costs
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 Example of Relaxing
Credit Standards
Basket Wonders is not operating at full capacity
and wants to determine if a relaxation of their
credit standards will enhance profitability.
 The firm is currently producing a single
product with variable costs of $20 and selling
price of $25.  Contib. Margin = selling price
– variable cost
 Relaxing credit standards is not expected to
affect current customer payment habits.
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 Example of Relaxing
Credit Standards
 Additional annual credit sales of $120,000 and an
average collection period for new accounts of 3
months is expected.
 The before-tax opportunity cost for each dollar of
funds “tied-up” in additional receivables is 20%.

Ignoring any additional bad-debt losses

that may arise, should Basket Wonders
relax their credit standards?

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 Example of Relaxing
Credit Standards
Profitability of ($5 contribution  25-20=5) x (4,800 units  120.000 : 25 =
4.800) = 5 x 4.800 = 24.000
profitability of additional sales $24,000

Additional ($120,000 sales) / (4 Turns 12 : 3=4 ) =

receivables $30,000

Investment in ($20/$25) x ($30,000) = ( variable cost : selling price) x add.

Receivables
Invesment in add. receivables $24,000

Req. pre-tax return (20% opp. cost) x $24,000 =

on add. investment $4,800

Yes! Profits > Required pre-tax return

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 Credit and Collection
Policies of the Firm

Quality of Length of
Trade Account Credit Period
(1) Average
Collection Period
(2) Bad-debt
Losses
Firm
Possible Cash Collection
Discount Program

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 Credit Terms
Credit Terms -- Specify the length of time
over which credit is extended to a customer
and the discount, if any, given for early
payment. For example, “2/10, net 30.”
Credit Period -- The total length of time over
which credit is extended to a customer to pay
a bill. For example, “net 30” requires full
payment to the firm within 30 days from the
invoice date.
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 Example of Relaxing
the Credit Period
Basket Wonders is considering changing its credit
period from “net 30” (which has resulted in 12 A/R 
360:30m=12 “Turns” per year) to “net 60” (which is
expected to result in 6 A/R 360:60=6 “Turns” per year).
 The firm is currently producing a single product
with variable costs of $20 and a selling price of
$25.
 Additional annual credit sales of $250,000 from new
customers are forecasted, in addition to the current
$2 million in annual credit sales.  the new credit
sales = 2 million + 250.000 = 2.250.000
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 Example of Relaxing
the Credit Period
 The before-tax opportunity cost for each dollar
of funds “tied-up” in additional receivables is
20%.

Ignoring any additional bad-debt losses

that may arise, should Basket Wonders
relax their credit period?

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 Example of Relaxing
the Credit Period
Profitability of ($5 contribution)x(10,000 units 
250.000 : 25) =
additional sales $50,000
Additional ($250,000 sales) / (6 Turns) =
receivables $41,667
Investment in add. ($20/$25) x ($41,667) =
receivables (new sales) $33,334
Previous ($2,000,000 sales) / (12 Turns) =
receivable level $166,667

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 Example of Relaxing
the Credit Period
New ($2,000,000 sales) / (6 Turns =
NEW RUNS) =
receivable level $333,333

Investment in $333,333 - $166,667 =

add. receivables $166,666
(original sales)

Total investment in $33,334 + $166,666 =

add. receivables $200,000

Req. pre-tax return (20% opp. cost) x $200,000 =

on add. investment $40,000

0-15 Yes! Profits > Required pre-tax return

 Credit and Collection
Policies of the Firm

Quality of Length of
Trade Account Credit Period
(1) Average
Collection Period
(2) Bad-debt
Losses
Firm
Possible Cash Collection
Discount Program

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 Credit Terms
Cash Discount Period -- The period of time
during which a cash discount can be taken for
early payment. For example, “2/10” allows a
cash discount in the first 10 days from the
invoice date.

Cash Discount -- A percent (%) reduction in

sales or purchase price allowed for early
payment of invoices. For example, “2/10”
allows the customer to take a 2% cash discount
during the cash discount period.
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 Example of Introducing
a Cash Discount
A competing firm of Basket Wonders is
considering changing the credit period from
“net 60” (which has resulted in 6 A/R “Turns”
per year) to “2/10, net 60.”
 Current annual credit sales of $5 million are
expected to be maintained.
 The firm expects 30% of its credit customers (in
dollar volume) to take the cash discount and
thus increase A/R “Turns” to 9.
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 Example of Introducing
a Cash Discount
 The before-tax opportunity cost for each dollar
of funds “tied-up” in additional receivables is
20%.

Ignoring any additional bad-debt losses

that may arise, should the competing firm
introduce a cash discount?

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 Example of Using
the Cash Discount
Receivable lev. annuals sales ($5,000,000 sales) / old (6
Turns) =
(Original) $833,333
Receivable level ($5,000,000 sales) / (9 Turns) =
(New) $555,556
Reduction of $833,333 - $555,556 =
investment in A/R $277,777

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 Example of Using the
Cash Discount
Pre-tax cost of .02 x .3 x annuals sales $5,000,000 =
the cash discount $30,000.
Pre-tax opp. savings (20% opp. cost) x $277,777 =
on reduction in A/R $55,555.

Yes! Savings > Costs

The benefits derived from released accounts

receivable exceed the costs of providing the
discount to the firm’s customers.
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 Seasonal Dating
Seasonal Dating -- Credit terms that
encourage the buyer of seasonal products
to take delivery before the peak sales period
and to defer payment until after the peak
sales period.
 Avoids carrying excess inventory and the associated
carrying costs.
 Accept dating if warehousing costs plus the required
return on investment in inventory exceeds the required
return on additional receivables.
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 Credit and Collection
Policies of the Firm

Quality of Length of
Trade Account Credit Period
(1) Average
Collection Period
(2) Bad-debt
Losses
Firm
Possible Cash Collection
Discount Program

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 Default Risk and
Bad-Debt Losses
Present
Policy Policy A Policy B

Demand $2,400,000 $3,000,000 $3,300,000

Incremental sales $ 600,000 $ 300,000
Default losses
Original sales 2%
Incremental Sales 10% 18%
Avg. Collection Pd.
Original sales 1 month
Incremental Sales 2 months 3 months

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 Default Risk and
Bad-Debt Losses
Policy A Policy B
1. Additional sales $600,000 $300,000
2. Profitability: (20% contribution) x (1) 120,000 60,000
3. Add. bad-debt losses: (1) x (bad-debt %) 60,000 54,000
4. Add. receivables: (1) / (New Rec. Turns) 100,000 75,000
5. Inv. in add. receivables: (.80) x (4) 80,000 60,000
6. Required before-tax return on
additional investment: (5) x (20%) 16,000 12,000
7. Additional bad-debt losses +
additional required return: (3) + (6) 76,000 66,000

8. Incremental profitability: (2) - (7) 44,000 (6,000)

Adopt Policy A but not Policy B.

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 Collection Policy
and Procedures
The firm should increase collection
Collection expenditures until the marginal
Procedures reduction in bad-debt losses equals
the marginal outlay to collect.
 Letters

Bad-Debt Losses
 Phone calls
 Personal visits Saturation
Point
 Legal action

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Collection Expenditures
 Analyzing the
Credit Applicant
 Obtaining information on the
credit applicant  significant
material level
 Analyzing this information to
determine the applicant’s
creditworthiness
 Making the credit decision
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 Sources of Information
The company must weigh the amount
of information needed versus the time
and expense required.
required
 Financial statements
 Credit ratings and reports
 Bank checking
 Trade checking
 Company’s own experience
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 Credit Analysis
A credit analyst is likely to utilize
information regarding:
 the financial statements of the firm
(ratio analysis)
 the character of the company
 the character of management
 the financial strength of the firm
 other individual issues specific to the
firm
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 Sequential
Investigation Process
The cost of investigation (determining
the type and amount of information
collected) is balanced against the
expected profit from an order.

An example is provided in the following

three slides 10-31 through 10-33.

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 Sample Investigation
Process Flow Chart (Part A)
Pending Order

Bad
Stage 1
$5 Cost
No past credit Yes
Reject
experience

No prior experience whatsoever

Stage 2
$5 - $15 Dun & Bradstreet
Cost report analysis*

* For previous customers only a Dun & Bradstreet reference book check.
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 Sample Investigation
Process Flow Chart (Part B)

Credit rating
“limited” and/or other Yes
damaging information
Reject
unearthed?

No

Credit rating
No “fair” and/or other
Accept close to maximum
“line of credit”?

Yes
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 Sample Investigation
Process Flow Chart (Part C)

Bank, creditor, and financial

Stage 3
$30 Cost
statement analysis
Good Fair Poor

Accept Reject
Accept, only upon
domestic irrevocable
letter of credit (L/C)**
** That is, the credit of a bank is substituted for customer’s credit.
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 Other Credit
Decision Issues
Credit-scoring System -- A system used to
decide whether to grant credit by assigning
numerical scores to various characteristics
related to creditworthiness.

Line of Credit -- A limit to the amount of credit

extended to an account. Purchaser can buy on
credit up to that limit.
 Streamlines the procedure for shipping
goods.
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 Other Credit
Decision Issues
Outsourcing Credit and Collections
The entire credit and/or collection function(s)
are outsourced to a third-party company.
 Credit decisions are made
 Ledger accounts maintained
 Payments processed
 Collections initiated
Decision based on the core
competencies of the firm.
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