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
Are Trade Credit insurers still open for business? In this article, Richard Talboys from AICDP Corporate Partner Willis Towers Watson discusses the current state of the Trade Credit insurance market and what this means for insurers and the insured.
The Credit Industry has gone through a raft of changes over the past 12-months, many changes have resulted in swift action, a transition to working remotely, online events and so much more. AICDP has worked hard to support Credit Professionals across all industry sectors and we have also taken the initiative to look at how we can support our members further in challenging times.
AICDP has looked at our Membership offering, online events and also the corporate Partners we work alongside to spot opportunities. With this in mind, we have welcomed Brent Cumming from Let’s Talk Credit as an Affiliate Partner and delighted to welcome him on to our Executive Board. Brent was formally introduced at our Executive Committee meeting in March 2021.
Brent has been involved in the Credit Industry for over 30 years and through his business, Let’s Talk Credit, he runs 12 industry credit risk forums across 9 industry sectors.
Brent added: “I am thrilled to be joining AICDP as an Affiliate Partner, I believe the next 12months will be an exciting time for the credit industry as the lockdown restrictions continue to ease and we begin to rebuild the U.K. economy”.
Both organisations share the same values and ethos of delivering best practice, market intelligence and industry news and we are in no-doubt that Brent and Let’s Talk Credit will be a welcomed addition to our network.
Chris Snelson said: I have known Brent for many years and have supported his Credit Forums and could see there were synergies between both of our organisations to promote the Credit Industry. I am delighted to welcome Brent to our Executive Board and look forward to seeing how we can support each other going forward.
AICDP & Bill Dunlop of Tower Associates (International) Ltd have joined forces to run Collections Skills Masterclass Training, regarded as Gold Standard for numerous multi-national corporations. Tower Associates offers over 20 years of experience in credit & delivering training to individuals and credit Teams in UK & Europe.
Our 1-Day courses are ideal for those just starting out in Collections, refresher training, or those looking to sharpen their skills with a view at advancement. Each Masterclass runs with a maximum of 12 Delegates to ensure quality interaction with the trainer.
Join us on Tuesday 13th April from 10am for a wide variety of sessions designed to give real-world examples of best-practice in Collections.
Each session is designed to run for 5-5 1/2 hours & offers:
Hands-On Learning - In person & Virtual Solutions
Results Orientated over 20 years experience
Ideal for Individuals & Credit Teams
Workshops & Practical work
“Thank you so much for offering us excellent training with AICDP today. I found the training extremely beneficial, enlightening and thought-provoking. It was beyond our expectation and made us feel confident in undertaking the practical part of the training.”
Includes AICDP Membership
Each ticket purchased also entitles the Delegate to AICDP Membership which offers an online community, regular events, webinars and access to our knowledge bank – https://aicdp.global
Since the onset of Covid19 AICDP has been working closely with our members and partners to assess our professions’ problems, solutions and thoughts, both in the short and longer-term and give voice to the issues. During these conversations, the question that was most frequently asked of me was “when do you think we will return to normal?” Since witnessing the evolution of the virus from its beginning in China, throughout South East Asia, Middle East and The Americas it has in a relatively short period of time progressively hit all of the developed economies with devastating effect. So the short answer to the question is that we will never return to normal, but we will return to “something” and as Professionals, we need to be thinking long and hard about what that “something” will look like. Perhaps it will be what many people are now referring to as “the new normal”.
Embedded in all of this, in my opinion, there will some certainties, some probabilities and many speculative considerations.
What is an absolute certainty is that the International Credit Profession will emerge from this as pivotal in the economic recovery of both businesses and national economies. This is not only an exercise in wishful thinking from someone who believes passionately in the importance of our Profession and has fought throughout their career to elevate its profile. It is absolutely endorsed by two critical factors.
It is commonly accepted that Credit and Collection come to the fore at the end of a recession and what we will be dealing with now will be a depression where a sharp and prolonged decrease in economic growth occurs. AICDP was conceived in the last quarter of 2013 in direct response to the emergence of International Credit Directors appointed over the previous five years. Given that the crash of 2008 was the catalyst for this elevation in the status of our profession, the enormity of what we are now being required to manage will certainly propel the Profession to a higher level. We will be measured by how well we acquit ourselves when managing the crisis, much as we did post 2008.
As governments across the world race to support their economies, very much a common theme is that grants and loans are being made to give them the liquidity to survive. No other profession is so focused on and better understands the importance of cash. Although enterprises can for some time survive without profits they can survive for no time without cash. We will continue to exercise our skills in accelerating cash into our own businesses and establish how much cash we will be prepared to put at risk when supplying our existing and future customer base.
Moving on to probabilities, the greatest of which in my opinion is that a high percentage of people who have moved to home working will remain there permanently. This will not be restricted to Credit and Collection Professionals and will broadly apply to society in general. Enterprises will recognise the immense savings that can be achieved by not having big and expensive premises and that true professionals do not require to be micromanaged or subjected to close physical control. Although this raises significant questions in regards to working space, communications and distributed technology. By the time final decisions are made, we will have gone through the apprenticeship of enforced home working, we will have identified the problems, learnt to adapt, improved and perfected the technology we need to remain efficient.
For speculative considerations, we must first think of the seismic shift that will occur in the fortunes of the industries that exist with our customer base. Medical, pharmaceutical and life sciences will soar, the corresponding effect on transport by air, sea and land is likely to be the reverse. These are to name but a few and the successful Credit Professionals will have to be ready to anticipate, identify and react to these changes.
AICDP and our partners will be side by side with our members as we navigate these difficult times.
My career in Europe at a particular time has given me a unique, privileged view of how the Credit Profession has evolved from, mainly, nationally-based Credit and Collection groups or functions to international groups collecting and managing risk across borders and, in some cases, on a global scale. These are my observations of this evolution and my personal interpretation of the impact that various factors have had on operational collection performance. It is my intention to record experienced-based reference points of interest to the reader, adding clarity to the myriad of cultural and political obstacles to effective international credit and collection.
The 1980s was the decade that started the move towards internationalisation. I was aware of two things: it would be a one-way road and it would accelerate. I was, and I remain, convinced that the vanguard of this movement was the influx of US multinationals (mainly high-tech) starting and expanding in the EMEA sales arena. It was brought into sharp focus for me when I was assigned by our US parent to assess collection performance data in our UK and German subsidiaries: why were the Germans returning better numbers with fewer resources than the UK?
This was, at the time, a typical and brutal question to come out of our US headquarters who, culturally, had no idea of how things worked differently in EMEA, not so much the blind leading the blind as the blind leading the partially-sighted. Managing the expectations, and education, of a US parent, was, and still is, an essential skill when running a Credit and Collection operation in EMEA or globally.
The Frankfurt Experience
On my visit to our German offices, it took less than two days to understand why it differed from the UK. On arrival, it was immediately noticeable that the office was quiet whereas UK offices were walls of sound generated by outgoing collection calls. At that time, the majority of German collections were based on customers receiving timely, accurate statements and invoices. Outgoing calls were rare, incoming calls were generally to chase statements/invoices to allow payment to be generated. In the UK there was a dial-for-dollars mentality, the building of a relationship with the client was paramount and statements were virtually ignored. The clincher at that time was that the German economy (pre-reunification) was culturally ‘pro payment, the UK was more neutral in that regard.
The review showed that both subsidiaries were operating at high levels of efficiency, blending perfectly into the cultural environment in which they were operating. The output from this exercise was gold dust in terms of understanding relative performance, reporting, goal-setting and setting corporate expectations. On the basis of the review, I decided to issue a broad guideline memorandum to our country groups to promote a better understanding of the cultural diversity that we had to manage.
The European North/South Divide
Further research indicated that Europe, from a perspective of cultural attitude to the collection, was broadly divided into three, developing into four, geographic groups:
Northern Group Consisting of Norway, Sweden, Denmark, Finland and Germany. Germany was a part of this group up until the reunification of West and East Germany, after which it progressively migrated to the Central group.
Central Group Consisting of UK, Ireland, France, Netherlands, Belgium, Austria, Switzerland. This group progressively increasing in size, was joined by Germany and the countries merging from Eastern Europe.
Southern Group Consisting of Spain, Portugal, Italy, Greece. As Turkey has moved closer to the EU it has become a part of this group.
Northern Group Payment Culture
In this group the attitude is pro-payment: people and enterprises usually pay on time and there is an expectation that, if they don’t, they will be subject to late payment charges and robust legal remedies. In these counties the prevailing laws have tended to be supportive of the seller, commercially they are well understood and widely applied. Since Collection results out of the Northern Group are usually better than average, it doesn’t mean they are better collectors, or that collections are easier, but that payment culture and environment are perfect for collection operations. It also benefits from a focus on invoice defects, contractual problems with the seller, adopting automated processes and emerging technology.
Central Group Payment Culture
By comparison, this group is historically more neutral in regards to payment culture: you do get paid but you have to work harder. There is also a degree of neutrality reflected in the prevailing laws. Phone collection is a big part of activities in these countries, this was actively developed over the 1980s and 1990s, spawning the emergence of collection technology supporting operations. During this period the influence which multinationals have had on payment culture within the group is undeniable. This influence has mainly derived from the US, itself a Central Group type of country. An increasing number of multinationals became operational with subsidiaries in many of these countries.
Southern Group Payment Culture
In the South, the culture is distinctly in favour of the buyer and the laws, which are mainly developed from the Napoleonic Code, reflect this. In these countries, payment performance is poor and extended terms of payment are frequently requested. People often become confused about the link between payment performance and terms of payment. Cultural payment performance is always relevant and should be considered when setting collection goals and reporting results. This is absolutely not the case with terms of payment. In 30+ years of operational international credit management, I never once agreed to extend payment terms despite this being the most frequent request. This could be construed as a lack of pragmatism on my part, in fact, it was the opposite. There are several compelling reasons for never extending terms:
The operational solution is that you can tolerate deviant payment performance rather than change the terms of payment. The agreed solution is properly reflected in goal-setting and operational reporting. The cultural dimension is that, if you change your terms from 30 to 90 days (when payment performance is 90 days), your payment performance, driven by culture, will increase to 120 days. The risk dimension is that risk will immediately rocket as collection activity will shift to the new due date, this will put pressure on already set credit lines and, if insured, on the insurer’s credit limits. The legal dimension is that the initial point of legal action will move out to the date of due payment, any application of late payment remedies or charges would only be valid from the point of default. Speculatively, although I have never checked, I have wondered whether extending payment terms to one EU State and not others would be in violation of EU Competition Law. At the time of writing, this may the least of our problems.
Migrating Countries from Eastern Europe
This started in the 1990s and has since gained significant momentum. There has been a distinct East to West progression, as the counties involved moved from controlled economies to embracing free-market commercial practices and culture. One example is a reunified Germany moving out of the Northern Group into the Central Group, as they faced a controlled to free-market shift.
Although difficult to be chronologically-accurate, it is reasonable to say that the Czech Republic, Slovakia, Hungary and Poland were in the van of this movement, other significant factors came into play that drove the adoption of Central Group cultural practices. Again, the influence of multinationals was seen as the move towards International Shared Service Centres for collections emerged either in-house or in a BPO environment. At the outset, management of these centres was exclusively by ex-pat Western European or US mangers, bringing with them Central Group practices and culture.
Multi-lingual, mainly graduate candidates were recruited locally to fill other positions within collection groups. This action, taken as a necessity, almost accidentally gave the Credit Profession an immense boost in the quality of practitioner in Central and Eastern Europe; most lower-level positions in Western Europe and the US were not recruited at the graduate level. In the last few years, we are beginning to see locally-grown talent emerging in senior management roles in these SSC’s. This rolling progression has continued in Eastern Europe with the Baltic States, Romania and Bulgaria developing along similar lines.
Russia and the former Soviet States should, from my experience, be viewed separately, they must still be regarded as politically unstable with high levels of criminality. During the mid-‘90’s I ordered the withdrawal of our investigation team from Moscow after they had discovered the method and value of fraudulent activity within our Russian subsidiary. Although we dismissed the perpetrators, it was made very clear, by an external organization, that further action by us would result in physical harm to our team members. Though the whole region has significantly improved since then, great care still must be taken and it will be some time before we experience Russia merging with European Culture
The Significant Positive Influence of the European Union on Payment Culture
The EU has been maligned for many things, including not doing enough to improve the collective payment culture across the Union. This is unfair, given that there was an early recognition that regional variations in payment culture and practice were neither good for business nor for the reputation of the EU as a credible and responsible trading partner.
It was also recognised that the Northern Group Cultural model was, in a professional and practical sense, far superior to all others and that energy, efforts and initiatives should focus on culturally driving countries to the north and west. This was always going to be an enormous task, given the complexity of the EU and its constituent parts. It is my view that the EU has embarked upon this task and have had some direct and indirect success. Over the years EU directives have often been criticised as too little, too late and weak in nature. My view is that these are always better than nothing, to be viewed more as a statement of longer-term intent.
In a less direct way, the EU has been actively-encouraging national governments to introduce national legislation in support of prompt payment. Credit Institutes in most countries have also been anxious to support this, many member countries now have legislation in place. The EU, local government and national institutions should be highly-commended for these efforts. It is of critical importance that Credit Professionals, tasked with collection in these countries, are completely aware of local legislation and the remedies these bring.
Although the Euro was introduced for a higher level of political and economic ambition, there have been significant advantages of the single currency to the international collection. After overcoming initial, and expected, teething troubles, dealing with one currency make currency fluctuations, pricing and cash flow predictions more manageable.
Brexit the Final Countdown
This article is published in early-October of 2019, three months before the dawn of 2020, the end of the period being reviewed. Brexit, in my opinion, will bring a multitude of economic problems, many of which will impact the Credit Profession. As a Credit Professional, I must comment dispassionately on the possible impact a Brexit without a deal might have on international collection operations. Immediately after the Brexit referendum, AICDP polled ten of its top International Collection Centres to examine and predict impact.
Of the ten questioned on the value of their portfolio in the UK, seven had the UK at number one, two had the UK at number two and one had the UK at number three.
Of the ten, nine centres were located outside the UK and one was located within.
All ten expected to see up to a 10% downgrade in collection performance in the first quarter after Brexit.
All expected transport and customs delays but could not predict for how long.
None thought that currency exchange would be an issue because that was the same situation as now.
All thought the value of Sterling would be an issue, impacting both payment performance and risk management. All this data is speculative, nothing is conclusive, but it portrays a worrying outlook.
All entities operating a UK portfolio will experience an initial deterioration in the speed of cash collections from UK customers. Businesses, particularly multinationals, will have planned for disruption and will recover within two quarters. The major area of increased risk will be within the UK SME sector and already-vulnerable enterprises. Brexit will represent the biggest challenge that International Credit Management has ever faced.
AICDP as an organisation continues to monitor and assess developments, standing ready to support our great profession in every way possible. I hope this article is of interest to Credit Professionals, who may want to disagree with or add to my observations, the generation of discussion is welcome.
Bill Dunlop – President AICDP 08 October 2019
During the period this article covers Bill held senior Operational Credit and Collections positions in the engineering, banking, brewing and, principally, IT sectors. At the beginning of the new millennium, he started his own consultancy and training company, gaining exposure to other sectors, including pharmaceuticals, domestic appliances, apparel, transport, automotive, advertising and manufacturing.