20-0 Credit Policy Effects 20.3 Revenue Effects Delay in receiving cash from sale May be able to increase price May increase total sales Cost Effects –

Slides:



Advertisements
Similar presentations
© 2003 The McGraw-Hill Companies, Inc. All rights reserved. Credit and Inventory Management Chapter Twenty-One.
Advertisements

Key Concepts Understand the key issues related to credit management
Credit Control ( AR Management)
MANAJEMEN KEUANGAN - Kuliah V CREDIT MANAGEMENT RWJJ CH. 28 FEUI Program Studi Maksi – PPAK Sugeng Purwanto Ph.D, FRM Tugas: Pelajari Exercises.
Carrying vs. Shortage Costs
Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin 0 Chapter 16 Short-Term Financial Planning.
Entrepreneurship Delivered in: The Islamia University Bahawalpur Presented By: Tasawar Javed.
Chapter 20 Credit and Inventory Management
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.
1 Chapter 14 Working Capital Management and Policies McGraw-Hill/Irwin Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved.
© 2003 The McGraw-Hill Companies, Inc. All rights reserved. Credit and Inventory Management Chapter Twenty.
Unit 4: Utilizing Financial Documents
Accounts Receivable and Inventory May 4, Learning Objectives  How and why firms manage accounts receivable and inventory.  Computation of optimum.
Key Concepts Understand the key issues related to credit management
Key Concepts and Skills
FINANCE IN A CANADIAN SETTING Sixth Canadian Edition Lusztig, Cleary, Schwab.
Corporate Financial Management 3e Emery Finnerty Stowe
Credit and Inventory Management
Dr. David P EchevarriaAll Rights Reserved1 Working Capital Management Chapter 15 Working Capital Management Strategies Cash and Marketable Securities,
29-0 McGraw-Hill Ryerson © 2003 McGraw–Hill Ryerson Limited Corporate Finance Ross  Westerfield  Jaffe Sixth Edition 29 Chapter Twenty Nine Credit Management.
Receivables Management.
Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin 0 Chapter 17 Working Capital Management.
Current Asset Management
Copyright  2004 McGraw-Hill Australia Pty Ltd PPTs t/a Fundamentals of Corporate Finance 3e Ross, Thompson, Christensen, Westerfield and Jordan Slides.
Prepared by Professor Wei Wang Queen’s University © 2011 McGraw–Hill Ryerson Limited Chapter Twenty Nine Credit Management.
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin Short-Term Financial Planning Chapter 16.
McGraw-Hill/Irwin ©2001 The McGraw-Hill Companies All Rights Reserved 17.0 Chapter 17 Working Capital Management.
CREDIT MANAGEMENT. The Cash Flows of Granting Credit Credit sale is made Customer mails check Firm deposits check Bank credits firm’s account Accounts.
Current Assets Management
Topic 3: Accounts & finance
Copyright ©2004 Pearson Education, Inc. All rights reserved.8-1 What Is Consumer Borrowing? Obtaining funds from a lender under specific loan provisions.
© 2003 The McGraw-Hill Companies, Inc. All rights reserved. Credit and Inventory Management Chapter Twenty Prepared by Anne Inglis, Ryerson University.
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin Working Capital Management Chapter 17.
18 Management of Accounts Receivable and Inventories ©2006 Thomson/South-Western.
 Efficiency ratios evaluate how well a firm’s financial resources are being used. There are four main efficiency ratios: stock turnover, return on capital.
T20.1 Chapter Outline Chapter 20 Credit and Inventory Management Chapter Organization 20.1Credit and Receivables 20.2Terms of the Sale 20.3Analyzing Credit.
© 2007 Thomson South-Western Chapter 23 Short-Term Financial Management Professor XXXXX Course Name / Number.
Nursery Management Understanding and Managing Finance Session 9.
Chapter 30 Principles of Corporate Finance Tenth Edition Working Capital Management Slides by Matthew Will McGraw-Hill/Irwin Copyright © 2011 by the McGraw-Hill.
Chapter 30 Principles PrinciplesofCorporateFinance Ninth Edition Working Capital Management Slides by Matthew Will Copyright © 2008 by The McGraw-Hill.
CONTEMPORARY ECONOMICS© Thomson South-Western 20.2Using Credit Responsibly  Understand whether to use cash or credit to pay for purchases.  Name the.
Entrepreneurship Business Plan Utilizing Financial Documents.
Credit is the privilege of using someone else’s money for a period of time and is accepted as a substitute for cash Creditor is any person/ business that.
10-1 Chapter 10 Accounts Receivable Accounts Receivable and Inventory Management u Credit and Collection Policies u Analyzing the Credit Applicant.
17-1 Copyright © 2011 by the McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin.
Financial Management Glencoe Entrepreneurship: Building a Business Analyzing Your Finances Managing Your Finances 21.1 Section 21.2 Section 21.
Jeopardy Begins with c Loans Poor credit Consumer Credit consumer Finance Q $100 Q $200 Q $300 Q $400 Q $500 Q $100 Q $200 Q $300 Q $400 Q $500 Final.
Copyright ©2003 South-Western/Thomson Learning Chapter 17 Management of Accounts Receivable and Inventories.
Copyright © 2003 Pearson Education, Inc. Slide 14-0 Ch 14 Learning Goals 1.Impact of working capital management on liquidity, profitability and risk. 2.Cash.
LOS 6 Credit-Granting Decisions Learning Outcome Statements (LOS) identify information costs and the credit-granting decision understand the traditional.
RECEIVABLES MANAGEMENT.  OPPORTUNITY COST  COLLECTION COST  BAD DEBTS  INCREASED SALES  INCREASE IN MARKET SHARE  INCREASE IN PROFITS.
©2012 McGraw-Hill Ryerson Limited 1 of 39 ©2012 McGraw-Hill Ryerson Limited 3.Define the various marketable securities available for investment by the.
Responsibilities and Costs of Credit
Credit Management CHAPTER 6. Chapter Outline Credit and Receivables Components of Credit Policy Investment in Receivables Credit Policy Evaluation Optimal.
Understanding the Economics of One Unit  One way to analyze profitability is to look at how much profit the business makes every time a customer buys.
CHAPTER 20 CREDIT AND INVENTORY MANAGEMENT Copyright © 2016 by McGraw-Hill Global Education LLC. All rights reserved.
Unit 4: Utilizing Financial Documents
Key Concepts and Skills
Working Capital Management
Cash and Working Capital Management
TERMS OF SALE: There are three factors underlying terms of sale:
Corporate Finance Ross  Westerfield  Jaffe
Ch. 17: Working Capital Management
Unit 5.1 Utilizing Financial Documents
Working Capital Management
5 C’s of Credit.
Unit 4: Utilizing Financial Documents
Ch. 8 Utilizing Financial Documents
Credit and Inventory Management
5 C’s of Credit.
Presentation transcript:

20-0 Credit Policy Effects 20.3 Revenue Effects Delay in receiving cash from sale May be able to increase price May increase total sales Cost Effects – cost of sale is still incurred even though the cash from the sale has not been received Cost of debt – must finance receivables Probability of nonpayment – some percentage customers will not pay for products purchased Cash discount – some customers will pay early and pay less than the full sales price LO3

20-1 Example: Evaluating a Proposed Policy – Part I Your company is evaluating a switch from a cash only policy to a net 30 policy. The price per unit is $100 and the variable cost per unit is $40. The company currently sells 1,000 units per month. Under the proposed policy the company will sell 1,050 units per month. The required monthly return is 1.5%. What is the NPV of the switch? Should the company offer credit terms of net 30? LO3 & LO4

20-2 Example: Evaluating a Proposed Policy – Part II Incremental cash inflow (100 – 40)(1,050 – 1,000) = 3,000 Present value of incremental cash inflow 3000/.015 = 200,000 Cost of switching 100(1,000) + 40(1,050 – 1,000) = 102,000 NPV of switching 200,000 – 102,000 = 98,000 Yes, the company should switch LO3 & LO4

20-3 Total Cost of Granting Credit 20.4 Carrying costs Required return on receivables Losses from bad debts Costs of managing credit and collections Shortage costs Lost sales due to a restrictive credit policy Total cost curve Sum of carrying costs and shortage costs Optimal credit policy is where the total cost curve is minimized LO3

20-4 Figure 20.1 The Costs of Granting Credit LO3

20-5 Credit Analysis 20.5 Process of deciding which customers receive credit Gathering information Financial statements Credit reports Banks Payment history with the firm Determining Creditworthiness 5 Cs of Credit Credit Scoring LO3

20-6 Five Cs of Credit Character – willingness to meet financial obligations Capacity – ability to meet financial obligations out of operating cash flows Capital – financial reserves Collateral – assets pledged as security Conditions – general economic conditions related to customer’s business LO3

20-7 Credit Information Financial statements Credit reports with customer’s payment history to other firms Banks Payment history with the company LO3

20-8 Example: One Time Sale NPV = -v + (1 -  )P / (1 + R) Your company is considering granting credit to a new customer. The variable cost per unit is $50, the current price is $110, the probability of default is 15% and the monthly required return is 1%. NPV = (1-.15)(110)/(1.01) = What is the break-even probability? 0 = (1 -  )(110)/(1.01)  =.5409 or 54.09% LO3

20-9 Example: Repeat Customers NPV = -v + (1-  )(P – v) / R Look at the previous example, what is the NPV if we are looking at repeat business? NPV = (1-.15)(110 – 50)/.01 = 5,050 Repeat customers can be very valuable (hence the importance of good customer service) It may make sense to grant credit to almost everyone once, as long as the variable cost is low relative to the price If a customer defaults once, you don’t grant credit again LO3