In order to get more information or enrol please click HERE. Over the past twenty years, ICMT have been delivering top quality education in Credit Management, and hundreds of students have been through the program and many are now enjoying top Credit Management jobs as a result. If you would like to join them and get the weight of an Internationally recognised qualification behind you, you should complete your International Diploma in Credit Management to achieve your full potential and boost your career in credit management.
The four subjects are:
Credit Management – where you will learn the best practices in managing credit from start to finish. Credit Collections – where you will learn to become a great collector/ communicator. Credit Risk Assessment – where you will learn to read and understand financial accounts from a credit perspective and make better decisions. International Credit Management or Law – The Irish Legal System – where you will learn the fundamentals to increase your understanding.
The term runs from September to December with exams in January. The second term runs from February to May with exams at the end of May. On successful completion you will receive your Diploma in Credit Management awarded by Irish Credit Management Training (ICMT) and Certified by AICDP – The Association of International Credit Directors and Professionals and CMII, The Credit Management Institute of Ireland. Irish Credit Management Training are the No 1 credit training provider in Ireland for the past twenty years, working with Credit professionals to progress their credit careers to team leaders, supervisors, managers, and Directors. The Credit and Collections industry is facing huge challenges and it’s more important than ever to be qualified in your chosen field.
Who should enrol on this course?
Anyone responsible for the credit function looking to perform at a higher level, excel and get better financial results. The course is designed for individuals working in Credit Management with full time jobs, careers and other commitments. It fits around your busy schedule enabling you to get a valuable qualification that can integrate into your daily life. Click HERE for more information on the course.
What do past students say about the training course?
Ciara O’Brien ”Excellent courses which I would highly recommend. The Diploma & Advanced Diploma course covers all aspects and increases ones level of understanding in the areas of accountancy ( important areas for me were looking at the analysis of trial balance & being taught the skills to balance the balance sheet) to law, advanced law and credit management & improving ones collection skills). ‘’
Natalie Casey “Best decision I made regarding my career. The Diploma in Credit Management is an excellent course with great support even with a young family, the lecturers are very approachable and understanding. ‘’
Louise Kelly ‘’I enrolled in the Credit Management course as I had just become a credit controller and wanted as much help as possible. I found absolutely every tool I needed to do my job within this course and more. I don’t think I would still be a credit controller today if it weren’t for this course.’’
By having your Diploma or International Diploma in Credit Management, you are sending out a strong message to the world that you are committed to a career in credit and you are going to succeed. The next term begins on the 17th September 2022 with an online induction and introduction to our tutors. You study at home with lots of help support and advice.
Having worked in this sphere for more than fifty years I have been close to this critical evolution, I have witnessed literally hundreds of presentations on “brave new products”. Some have been good, some bad and some indifferent. However, there have been precious few that I immediately viewed as “Game Changers” and as this writing is the product of my personal experience and exposure there is no suggestion by me that the product was unique or first to the market. Also, the quality of the presentations and presenter was critical and getting the right messages across in terms of benefits, cost and challenges must be eloquently articulated. To achieve that the presenter must be completely knowledgeable of their product, the market they are operating within and what will deliver clear benefit to the prospective client. There is a corresponding duty falling on the recipient
to be professionally and commercially alert.
Considering all the above my nominations as “Game Changers” would be as follows:
In the early 1990’s I was given a presentation by a gentleman called Mike Wilstrop of a company called The Beaver Corporation (later to change its name when entering the US for reasons that I can
remember but choose not to include to you) Mike fulfilled all the duties of the presenter in admirable fashion and as I recall succeeded in making the presentation entertaining by taking a mallet to a desktop and destroying it. The product being promoted was a collection workbench, which for me was a second-generation product in that until that point information technology was a simple electronic sales ledger. The Collection workbench looked to automate the day-to-day activity of collection specialists. Its advanced calendar and call scheduling driven by an accurate database and teamed with an effective query management system had efficiency written all over it. The costing was reasonable, and it was not too difficult to turn efficiency savings into a reasonable return on investment.
The second presentation that was an eye opener was from Lee Allen of Netsend in the early 2000’s and was more widely around electronic documentation, but for us was focused on invoicing via the sales ledger. The system itself was speedy, efficient and cost effective but there were two absolutely usp’s. Firstly, at a stroke it completely killed off the age-old problem of invoices being unavailable to the client; either accidentally or deliberately. Given how many collection calls required the collectors to go through the pain staking process of accessing, sending and confirming delivery of invoices disappeared over night, therefore contributed massively to positive cash flow and unnecessary administrative effort was saved. The 2nd compelling reason was that with many product enhancements in support of credit and collections it was proving difficult to quantify in
financial terms the efficiency savings. With electronic invoicing there was an easy direct comparison between costs of post versus the electronic system. Therefore, preparing a compelling return on investment argument was a simple no-brainer.
Around the same time, I had been introduced to a company called E-Credit.com who were already providing products in the collection workbench and credit risk assessment areas. They had at the time developed a system called Fast Financing whereby an electronic order would be received and within the product the order would be referred to a fast-financing section that went through a high to low list of lenders down to sub-prime lenders until it was automatically accepted. This system was far sighted, and the benefits could have been immense. It was also expensive, but regrettably while trying to get it accepted significant changes occurred within the company that I was working for at the time, and this vendor meant the project never reached fruition. I believe the organisation is still in existence but as I believe I was to be the first client. I remain unsure if it was viably
Over the last couple of years, I have been pleasantly surprised again by Mr Allen of Netsend but now is off Corcentric (the latter having subsequent purchased the former) and Lee is the senior Vice President responsible for introduction of Managed A/R into the EMEA market. To call Managed A/R a simple product would be a gross understatement. In my mind, it is the creation of a multi-faceted partnership between Corcentric and the client involving an integrate blend of Invoice discounting to a specific DSO without recourse, BPO and the creation of key process control to release cash to the business. Managed A/R is an already proven product in the U.S market and EMEA roll-out is already proceeding well and it should be a priority of every forward thinking credit professional to understand its’ capabilities and evaluate its application to their current portfolio.
I would welcome your thoughts on the Evolution of Products to Support Credit and Collection Operations as we prepare solutions for the future, please email me firstname.lastname@example.org or call me 07764 842904
Now Online – Reshaping the Future of Credit – 25th January 2022 – 1pm
AICDP has taken the decision to transition our event planned for the 25th January at Eight Club in London to a virtual meeting after listening to our members and will now be held on Zoom.
We hope you can join us as we explore reshaping the future in Credit. We will be hearing from Senior Global Credit Professionals and we are absolutely delighted to be joined by our fabulous guest speakers Markus Kuger, Mark Whitely & Simon Marshall.
1pm – Arrival & Networking – Online
Economic update 2022 – Markus Kuger
The Potential Impact of Insolvencies in 2022 and the Fallout Within the Insurance Market – Mark Whitely
Co-pilot’s “Essence of Credit Risk” Events Programme – Simon Marshall
3.30pm Networking opportunity – Online
Please Note: This event is strictly for Practising Credit Professionals only. If you are a Supplier / Vendor then please email email@example.com before booking a ticket
The Importance of understanding Credit Philosophy and the relationship with Policy and Process
Much is spoken and written about the importance of Credit Policy and Process, but much less of the importance of Credit Philosophy. This is surprising, since defining and understanding of an organisations philosophy is (or should be) at the very heart of the establishment and effective operation of any credit function. Indeed, the formation of Policy and the adopting of Process and Procedures should be a linear progression after the establishment of The Philosophy. Therefore, The Policy should be the manifestation of the Philosophy and Process should be the execution of Policy on a day to day basis.
How the Philosophy is Defined and by whom
Credit Management is not responsible for developing but should be major influence in its’ evolution. This is the sole prerogative of the business leaders. Most organisations are Sales led, some are Finance led and occasionally some are product led. The leaders or drivers are the custodians of the Philosophy and should be encouraged to be so by Credit Management. The basic definition of Credit Philosophy is:
“How does the Organisation feel about its’ customers and how does it want them to be treated”
This incredibly simple statement belies its’ significance and the depth of considerations that it implies.
It is the responsibility of Credit Management to Educate the business leaders and organisation as a whole in the evolution of the Philosophy
It requires to be recognised that the Philosophy may differ significantly between different Organisations
It requires to be recognised that Philosophy may differ from time to time within one Organisation in client approach. Examples of this would be market penetration, product launch, sales campaigns or Cash Flow Planning
Once the Philosophy is in place with variations recognised it is the responsibility of Credit Management to keep the whole organisation abreast of the Philosophy and either write or amend the Credit Policy to be completely in line with the Philosophy.
Why is it critical that this concept is understood and the approach adopted?
One of the classic mistakes that can be made by newly appointed or qualified Credit Managers is that, in their enthusiasm to apply their new skills and cement their position is to either write or rewrite The Credit Policy of the Organisation. Undoubtedly, this document will be well written and contain all the salient elements that amount to effective operational controls that should lead to tight Collection and Risk Management. However, no matter how well-crafted this document might be, if the question of Philosophy has not been first addressed, it will at some time in the future put the Credit Manager into direct conflict with the business leaders. When it comes to a disagreement on Credit Terms offered, the extent of The Credit Line or Credit Stop, the Policy will be viewed as that of the Credit Manager and not the Organisation as a whole. Given that Credit and Collection is a support function to the business, this is not situation you want to find yourself in.
How to get the Business Leaders to buy into this process
When the question first is raised on the writing or updating of Credit Policy the Credit Manager MUST formally ask the business leaders to clearly articulate the Philosophy of the enterprise in relation to Credit and Collection. Almost invariably they will ask what is meant by the question. The stock answer to this is:
“How does the Organisation feel about its’ customers and how does it want them to be treated”
This will likely result in a request for further clarification or guidance and The Credit Manager must be ready to guide the business leaders in this regard. At this point there are a couple of questions that The Credit Manager will find useful to ask:
Do we expect our customers to abide by their contractual obligations at all times?
Do we want all of our customers to be treated fairly and equitably?
These are powerful questions and also leading in the sense that there is only one reasonable answer. When asked in isolation, at the formation of the Philosophy they will answer, yes. This answer will not be necessarily replicated in the heat of an operational argument when they are asked to support a policy that was not written by them and to which the feel no ownership.
At this point the business leaders will, as guided by the Credit Manager, will fashion The Philosophy and the Credit Manager will be able to Write or Amend the Policy within its’ image.
Now that the critical first step has been taken and the Credit Philosophy has been imbedded as the cornerstone of Operational Credit Management the stage is set for Credit Management to take responsibility for the creation of the Credit Policy
For the new or existing Credit Manager it is time to utilise their talent, skills, experience, education and training to create the policy that is appropriate for the enterprise that they represent. As with the Philosophy we still require to adopt a disciplined, structured and thoughtful course that follows some critical principles
The finished policy needs to be the Manifestation of the Philosophy at its’ inception and within any future changes. Having been instrumental in the creation of the Philosophy the Business Drivers have to equally identify with the created Policy to reflect shared ownership
The Policy should be a reflection of the areas within the influence of Credit and Collection that are used to control the function
The policy needs to articulate these areas at the highest level but not down to day to day activity. The structure of the Credit and Collection organisation will determine what these areas are. Clearly if the governance is being applied to Collection and Risk management organisation there will be differences if these activities are organised separately. Whether policy is being written for a centralised or decentralised function; again may necessitate differences.
In terms of the volume of written word required in support of this activity these should be few but precise. Therefore, Philosophy should be contained within one to two pages and Policy within three to four pages
The larger volume of words will be contained within the third part of this endeavour. That is the creation of the Process and Procedures Manual that will be what governs the Credit and Collection Operations on a day to Day basis.
The Process and Procedure Manual (sometimes referred to as WOW (Ways of Working) should be a logical follow on from the policy and represent how the policy is executed on a day to day basis by the people working within Credit and Risk Management Functions.
At this point the writer will indulge himself a little and share with the reader some personal views as to how “process” and “process engineering” has somehow evolved from being the junior partner and servant of the Philosophy and Policy to not being the means to an end but the end in itself.
Some readers may find this an extremely confrontational statement and it is absolutely meant to beso. For most of my professional career I have been a Credit Manager at various levels in different International organisations. At one point when the organisation I worked for was taken over by another I was offered my previous role within the enlarged organisation. However, my title was to change from Credit Manager to Process Owner. I immediately declined the offer with the job titledescribed as such on the basis that Credit and Collection is not a process but rather a Profession and/or capability. My rationale is that in order to be considered as a process, all parts of the activity require to be totally within the control of the enterprise hosting that process. When it comes particularly to Collection and indeed Risk Assessment the science fades and becomes an art. That art is persuasion; that persuasion is to make a third party comply to their contractual obligations and our expectations. Compliance remains as the customers’ gift and can in no way be considered as a part of our process.
This is not to say process is not important, in fact it is the third and critical element of consideration in this paper and in reality should carry the greatest volume of detail but Process is the servant of Policy and Policy is the practical expression of Philosophy.
Over the years I’ve sat through numerous process engineering sessions and although they bored me rigid I do not decry their necessity. I therefore developed a personal acid test for process development.
The hierarchy of Philosophy, Policy and Process should always be adhered to.
Processes should always be as simple as possible to use and understand.
The output of the process is more important than the process itself.
The process when used should make the person who is applying the process working life easier, not more difficult
Interested members should contact Bill for further details – please email firstname.lastname@example.org
Many organisations are already struggling to get “back to normal” after the lockdowns and are finding that they need to understand what the new “normal” and “reality” will be. This is particularly challenging for teams but can easily be turned into an opportunity by applying High Performance Methodology (HPM) to re-engineering the teams to better fit the post Covid19 environment.
HPM is a thoroughly tried and tested methodology used in organisational development. It is simple to both explain and apply; it also enjoys an excellent reputation for delivering successful outcomes. Often HPM becomes a retained template for ongoing and future organisational development and can remain embedded within the fabric of the team, department or organisation. The implementation is neither time consuming nor costly and consists of the following engagements.
One hour Introduction to Methodology with Client Management Group (On-site or On-line)
Two day workshop to apply methodology to team (On-site or On-line)
One day review and transfer of output to client (On-site or On-line)
This workshop covers
History of the Methodology
Understanding and Creating Best in Class
Identifying Charters and Stakeholders
Creation of a Purpose Statement
Creation of a Mission Statement
Identification of Short/Medium Term Objectives
Identification of Scope of Processes
Creation of Fit Model
Taking Ownership of Output
AICDP Consultancy intends to offer this consultancy to its members, free of charge for the initial one hour introduction session. Thereafter, the members can elect to use the template to work their in house solution or engage with AICDP to support them through the later stages on a chargeable basis.
HPM can be applied to any team, group or organisation in any industry but this offer is focused on Credit, Collection and Risk Management Teams.
Our Consultants have considerable experience in this area and successful engagements have been undertaken with Microsoft, Philips, Doosan, HSBC, Whirlpool and others.
Interested members should contact Claire or Bill for further details – please email email@example.com