Using a Range of more “Active” Incentives to adopt e-billing and payment

With a planned and consistent information-led approach which stresses the many benefits of the transition, as much as 15% of a customer base may adopt your new electronic billing and payment system. This information-led approach is like to use a range of gentle encouragement approaches such as:

1. Letters explaining the new system
2. Short notices about particular benefits
3. FAQ’s on a merchant website explaining the new system
4. Pamphlets/Leaflets/Brochures on the new system
5. White papers (on benefits such as being more “green”)
6. Trials (try using the system but keeping getting paper bills)
7. Offers such as planting a tree (for every 10 customers who switch to e-billing)

However, to get the majority of customers to alter old habits, greater incentives are needed and this will depend on each merchant deciding how much extra pressure to change to apply. This falls into two categories-what we call “active encouragement” and “aggressive encouragement”. Let’s look at each of these in turn.

Active encouragement

Active encouragement uses a range of methods to incent customers to switch but all of these fall short of forcing them to change or imposing new costs on them. Examples here include:

1. Offering donations to charity (for each customer/every 5 customers who switch)
2. Using email campaigns to use e-billing
3. Engaging in planned text messaging campaigns to explain the benefits
4. Educating customers over the phone (via a call-center) on a push basis
5. Running advertisements (print, radio and even cable)
6. Running sweepstakes or other competitions around the new e-billing system
7. Using on-hold messaging to encourage adoption

If gentle encouragement achieves the first 15% to adopt e-billing, the above may add another 25% over a 3-6 month period (with consistent effort).

 

Aggressive encouragement

Give that the first two encouragement approaches described above may convert 40% of the customer base to the new billing system on a combined basis, the last 60% may need to be pushed even harder and this is what we call “aggressive encouragement”. Examples of this might be:

1. Running a loyalty points scheme for prizes (in-house or third-party) for switching customers
2. Offering coupons or discounts for products or services (in-house or external) when switching
3. Offering third-party gift certificates for adoption
4. Forcing customers to opt-out of electronic billing (simply by turning off paper bills for example)
5. Offering discounts on bills viewed and paid electronically  (e.g.1%, 2% or even more off)
6. Charging customers if they want a printed invoice
7. Charging customers a surcharge to call in make to a call center

These more aggressive encouragement approaches need to be carefully discussed before implementation and will also depend on the new system being offered. In the case of using a service such as BillSwyft for example, customers can still print invoices and generate PDF’s, thereby making the switch to no paper rather easier to bear.

Educating Customers to Adopt an Online billing System

Whenever a merchant introduces a new online billing system, however basic it may be, it is extremely important to educate customers in how to use it. Failure to do this will mean slow take up or even refusal by many ever to use the system.  

 

In the initial stages a merchant should ideally start to educate customers about the new electronic payment channel they have to offer and its specific features and benefits (which help customers to feel more comfortable to try it out) in general terms. The best way to therefore inform customers of a change such as this is to use every available communication channel and to do so frequently. For example, it may be a good idea to think about using some or even all of the following possible channels:

•      Evolving several leaflet(s)/pamphlet(s)/brochure(s)/booklet(s) on what the new electronic payment channel is and how to use it

 

•      Writing a letter to all customers about the new channel and how it is best used

•      Sending one or a series of informational emails about the new service and its various features

•      Designing your on-hold messaging to include information on your new payment service

•      Putting special new payment channel/system FAQs on the main web site

•      Putting a small advert and even brief explanatory information on the physical bill that is sent out to all customers

•      Putting a Quick Response or QR code on all printed bills to allow customers to go straight to your new electronic presentment and payment channel (even from a mobile device).

Another important part of the ongoing education process is to ensure that internal support staff are well-briefed about the new online bill presentment and payment system and can help customers with their questions and early attempts to use the system. This is particularly important when customers raise billing queries or when they wish to make payments over the phone (and can be shown immediately what to do to make the same payment online each month quickly and easily, and even set it up as a recurrent payment if the individual wishes).

 

Customer education is often a forgotten part of introducing a new online billing system but with a little planning and effort it can make take-up considerably quicker and less painful for all concerned.

Taking the First Steps to Getting Customers to Use a New Online Billing Solution

Once a payment strategy has been developed by a merchant and the costs as a proportion of sales calculated carefully the move to a more electronic or digital system for presenting invoices and collecting payments can be planned and executed. 

But merely introducing a new web-based bill presentment and payment service (in any fashion) does not mean that customers will necessarily use it and we therefore need to plan to create reasonable levels of early adoption and conversion to the new online solution over time (so that it eventually becomes the dominant way to view and pay invoices and allow a merchant to realize the full benefits of this). In this booklet we will therefore describe some ways in which this can be done.

Initially Informing All Customers
Once an online billing and payment system is available, the very first step that a merchant needs to take is to inform the customer base that this new “channel” is available to use. Many merchants avoid doing this and expect their customers to almost “stumble across” the option or in some cases, inform customers only once at the outset and then fail to remind customers about the option again in any way. This may be fine for many of the “pioneers” and “early adopters” in the customer base but others will need greater “pushing” and more than one time, of course.

Segmenting the Customer Base

Although the same initial general message about the new online billing and payment system can be sent to all customers (and pretty much in the same language) some later messages may need to be tailored to particular parts of the customer base. For this reason, another important step in getting customers to use the new service at the earliest stages is to analyze and then segment customers so that specific messages to them may then be crafted.

This segmentation may occur in several ways but some examples are indicated in the table below with comments on what could then be crafted as a result, shown on the right hand side:

Segmentation	Specific communication messages
By age (if the data is available)	Although it is always something of a generalization, younger people are usually quicker to adopt internet technology and may like access to a billing and payment system via not only a computer but using tablets and mobile phones. And older customers may appreciate that a service support person will help them to walk through how to view their bill and make an online payment once, twice or even three times, if needed.
By the average length of time it takes the customer to pay	A customer who pays a bill quickly may be attracted to new system features such as bill scheduling or recurrent payment set up (set and forget). Alternatively, a customer who pays slowly or even late may appreciate that they can set up calendar alerts to make payments or even set up their own email alerts as wanted.
By the way they choose to pay their bill (by check, cash, credit card, debit card or ACH, if available)	Some customers like to pay by check, some by cash, some via ACH or direct deposit and some by card. Depending on the electronic solution, a merchant may be able to offer new payment methods (credit cards or ACH for example). The new payment methods are likely to help accelerate cash flow or even bring new customers to the table, in some cases.

 

Finding and Using the Right Invoice Template

If you type “free invoice template” into the Google search engine you get about 40 million returned results. Clearly then there is a lot of interest in trying to find and use an effective invoice process (and ideally a cheap or free one) so in this article we will explore what is available and what options appear to deliver the greatest benefits.

Whether you are a one person business or a giant multi-national, getting an invoice to a customer is the beginning a long process in getting paid. Hence, it is important to get this invoice to a customer quickly (once a product has been supplied or service rendered) but it is equally critical that it is clear and encourages the earliest possible payment.

Fifty years ago, hand-written or simply typed invoices sent through the mail were the norm. Today, we have many other options (although these old-fashioned practices have far from disappeared completely). Perhaps the simplest of these is to use an pre-designed template and popular desk top applications like word for windows and an excel spreadsheet package both have several design alternatives to choose from. In both cases these provide a well-designed looking invoices and provide prompt space for particular customer names, address details, product or services provided and the cost involved. They even allow space for logos to be added if desired. 

Outside the standard templates of desktop applications, there are many relatively cheap and even free software packages which allow invoices to be generated. These work in similar ways to desktop templates but may also generate sequential numbers and allow better storage and retrieval (and avoid the mistake prone process of overtyping the last invoice that was typed).

In both of the above alternatives, the problem is that despite the fact that the invoice can be sent by email as an attachment is still only received as a piece of paper (which the customer can do little with when they receive it and may only print in order to later pay in any case).  As a result, perhaps the best alternative of all is to use a bill presentment service which renders the invoice as a full digital bill. This allows individuals to click on an electronic bill at a web site (ideally rendered in graphical form as they would expect to see it as it appears when posted) and either reveal more bill detail, store it, end it on to someone else to review and most importantly to pay it.

For example, at the PaySwyft web site (www.payswyft.com) sole traders, partnership and companies or all sizes can click on the “free invoice template link” on the home page and use the system to generate an invoice at no cost whatsoever. Like the options described above it provides an clear and clean process for entering invoice details but this is rendered as a full digital bill, meaning that it can be clicked on dynamically to see as much detail as has been entered and perhaps more importantly, it can be paid from within the browser, also electronically. The added bonus here is that the single invoice can then be used (when saved) as a template to generate future invoices much more quickly (because a logo has been added and the design of the overall invoice is relatively set).

Are PDF Invoices better or worse than old-fashioned paper invoices?

A recent study published by AIIM on progress towards the paperless office makes interesting reading as it relates to current billing practices. The study is worth taking note of because apart from AIIM being a credible non-profit research business which has been around for almost 70 years, as the chart below indicates it was a very large survey of companies of almost all sizes. In addition, the study went to companies in multiple sectors all over the world (although around 50% of the companies were in the US).

 

What the Study Showed

As we all know, the capability to exchange PDF files as e-mail attachments is said to have reduced the volume of paperwork traded between companies and small businesses considerably. However, this study says that the reduction is minimal at best, but quite possibly creates more paperwork than it saves.

In specific terms, the study revealed the following facts about PDF as invoices

• Over three-quarters of people surveyed say one of the first things they do with a PDF-based invoice… is print it out.
• From the 77% of the 395 respondents that print out their invoices, 16% scan the invoices right back into the system for use as……PDF attachments.
• 10% of people print out their PDF invoices multiple times.
• 10% of people say they print out at least one copy for archival purposes.

The chart relating to this data is shown below: 
 

What is happening to Invoices?

Although many of the larger companies in the survey seem to be pressing to have all-electronic billing and payment systems, it seems that we are still a long way from this ideal (perhaps as few as 2-3% of companies have a fully digital system which includes no printing and only digital storage systems). However, many businesses are at least trying to save on postage and paper costs by sending invoices as PDF files, or as faxes. However, even here the invoices are often printed out as paper, sometimes at both ends, which almost completes defeats the object. Such practices obviously do not generally result in a reduction of paper within the receiving business in particular. As we saw from the statistics earlier in total, 77% of respondents are likely to print at least one copy of a PDF invoice, and 16% admit to printing it out and then scanning it in for capture, as do 31% receiving a faxed invoice.

Are new more “intelligent” PDF’s the answer?

Most respondents to the AIIM survey were referring to the basic PDF files generated by their Acrobat software, which are obviously less feature-rich than intelligent PDFs have become in recent years with functionality such as XML files being included with all the relevant invoices and embedded payment buttons and even digital signature capture systems. Although this is undoubtedly an improvement, the adoption of these more function-rich PDFs has been very slow and in most cases has had little impact on the rate at which companies of all sizes continue to print out and scan invoices. This is partly because, a PDF is still regarded as paper in real terms-it may be electronic but it is not easy to digitize in ways that are useful for data transfer and exchange. Full digitalization is therefore the goal of many organizations and this is why scanning remains popular. In this regard, when asked what the biggest drivers are for scanning, responses were mainly about data-exchange, availability and flexibility (as the chart below from the survey indicates).

 

So what are the implications?
PDF’s are very convenient as a way to send documents electronically but far less so when it is an invoice. The speed of the sending process is better than physical mailing but so many people are printing it out anyway, it is far short of being the “path to digitization” that companies of all sizes want or need. Fully digital invoices seem to be a much more attractive option and when an invoice can be presented in full in third-party cloud-based portals such as those such at PaySwyft, any company gets all of this immediately.

Embracing E-Invoicing -The Barriers vs. Benefits

Two recent surveys (one in the US and one in Europe) have confirmed that 20% of survey  population respondents (on average) were already using a form of e-invoicing, with a further 50% actively evaluating adopting it in the near future.

These two surveys ultimately conclude that the benefits of embracing e-invoicing outweigh the barriers, for most organizations, but suggest that particular barriers will inhibit the time taken to adopt the technology or the time taken for it to become fully utilized. Let’s therefore look at these barriers and benefits in more detail:

The Barriers

The greatest perceived barriers to adopting e-invoicing is current work processes or existing process design around issuing an invoice and getting paid (and the inability to change these processes quickly or effectively). Close behind is the lack of budget to develop or purchase new e-invoicing software, or pay any incremental, up-front costs, even if this led to significant medium to long-term savings. A lack of executive sponsorship is also cited as a commonplace barrier, with the CEO or CFO most commonly expected to be a major driver of adoption in most cases.

Other commonly cited barriers are having insufficient resources to bring in a new approach (mainly people) and the associated lack of time and resources to integrate e-invoicing with current systems or software (especially on the accounting side of things). In addition, lack of awareness about available forward options and possible supplier resistance were also cited as being significant factors.

The Benefits

The greatest perceived benefits to adopting e-invoicing is its capacity to better control the whole billing process much more effectively (at every level and from bill or invoice issue to ultimate payment). This includes the capacity to ensure that invoices were less frequently lost, missing or duplicated. E-invoicing is also expected to reduce billing and payment processing costs significantly and also to decrease payment cycle times. The capacity to also dramatically reduce errors and exceptions is also seen as a significant benefit.

Another major cited benefit of e-invoicing is the capacity for e-invoicing to increase on-time payments (and even accelerate cash-flow) and to increase choice when it comes to invoice payment options and potentially when an invoice can be paid.

What does this mean to those organizations thinking about e-invoicing?

Any organization interested in saving expenses and accelerating cash-flow would be wise to research the e-invoicing options available to them (of which there are several, including cloud-based and “pay-as-you-go” systems (which avoid capital outlays and long integration effort) such as Payswyft, which immediately solve other barriers such as lack of budget and resources and the need for integration time and effort. In addition, the CEO or CFO of an enterprise should ideally act as a project champion, helping his or her organization to evaluate specific options and how particular barriers need to be overcome. In taking these two steps alone, most organizations would smooth the path to embracing e-invoicing and be able to realize the substantial benefits much more quickly (in terms of lowering their own costs and giving their customers a much better payment experience).

Are emailed invoices just as good as digital ones?

Most people now believe that electronic invoicing offers significant advantages over paper-based processes (saving direct costs like printing an invoice, stamping an envelope and sending it in the mail etc and saving indirect costs such as lost invoices, late and missing cheques in the mail and often much more difficult reconciliation). However, there is not always agreement on what the term “electronic invoicing” actually means and in this brief article we will look at two very different kinds of e-invoicing-emailed invoices and digital invoices. These are often perceived to be similar and/or equivalent methods but, as we will see, they are actually quite different.

Emailed invoices

Sending an invoice via email is usually done these days by attaching the invoice as an Adobe PDF document. This allows the invoice to be sent cheaply and quickly to the recipient who can use a free product (Adobe Acrobat Reader) to open and view it. The simple idea here is that once the customer has reviewed the document (and even saved it to his or her hard drive) he or she can then pay it. In theory (especially in Business to Consumer or B2C markets) the invoice is not only sent out quickly (and at much lower costs than traditional invoicing methods) but means that the customer can send back a cheque or phone in a credit card payment within hours or just a few days (and well ahead of the latest date he or should could technically pay) thereby helping to accelerate merchant cash-flow. Unfortunately, although this works in some situations, the process is rarely this smooth and a number of problems can occur.

Firstly, the merchant needs to have a customer’s email address to be able to send a PDF. Secondly, the PDF is still a flat document which most customers will not only have to open, but will often print and put in a pile to deal with later, when they are ready (just like receiving the paper-based invoice in the mail). This means that the customer may wait as long as they did before to pay the invoice (assuming they do not lose their printed piece of paper in the meantime having deleted their original email). In addition to all of this, an emailed PDF does not encourage the customer to pay by electronic means any more than an invoice arriving in the mail does. Research suggests that customers actually often like to have the option to pay online by debit or credit card for example and can often only do so by calling the merchant (and having to spend time and effort, and within the hours of business operated by the call-centre). Finally, in Business to Business (or B2B) invoicing, the emailed PDF presents a whole new layer of challenges as these often require a digital signature. PDF technology is now much better at allowing digital signatures to be securely added to invoices when they are sent in the mail. However, the process is by no means simple and presents many logistical issues, particularly when multiple approval signatures are required.

Digital invoices

A digital invoice is available at a web site. Sometimes this is embedded in part of a merchant’s web site or it is “hosted” on a third-party web site (to which customers can go directly or can be redirected from a link on a merchant’s web site). In most cases, the digital invoice rendering process is even quicker than emailed invoices, as there is no need to generate a PDF and attach it to an email address. In addition, although a customer may be notified that a new invoice is available via email, it is not necessary to have an email address (as the customer can be notified about the web address by normal physical mail and then subscribe to the web site service to be later notified by either email or even their mobile phone –via SMS). In practice this means that digital invoices will often collect or “scrape” new email addresses from customers progressively.

Perhaps most importantly, a digital invoice is viewed in a truly online way (and does not require printing (as it can be easily stored and retrieved permanently or resent by a merchant at almost no extra cost). This means that not only can the customer view the invoice (in as much detail as they wish) but they can use many online features to both deal with the invoice (save it, schedule it for later payment or send it on for viewing or approval to another person) or even just pay it immediately of course. And if they do choose to pay it immediately, they typically get to do so via their debit card if they want to use their current bank account or by a variety of credit card options (and in some cases even by cash by printing out a voucher and taking it to a local newsagent or local store that takes cash payments). This is therefore much more likely to accelerate merchant cash-flow than in the emailed invoice situation and means that the payment is much easier to reconcile (as less difficult to reconcile cheques or phone-based payments are being made). Finally, the invoice recipient (whether it is a B2C one or B2B one) can elect to pay a bill 24/7 as the bill presentment and payment web site is truly “open-all-hours”.

Conclusion

Emailed invoices are superior to traditional invoices sent in the mail. However, they fall far short of full digital invoices, which offer many additional benefits (which translate into much greater time and cost saving for the merchant). These two approaches are therefore far from equivalent and a merchant can realise considerable advantages by upgrading from an emailed invoice to a full digital one.

What is the real cost of paper-based versus electronic billing

This might seem to be quite a simple question at face value but when we think about it, the answer is not exactly a straightforward one. This is because we are not always aware of the real costs of performing this quite complex task in all of its steps. In addition, while direct or tangible costs are relatively easy to identify, indirect costs are less easily identifiable and some of these are often very well hidden. Let’s therefore look at what tends to fall into these three categories of costs when comparing traditional paper-based billing versus full on-line or digital billing.

Direct Costs
At face value most people would estimate that a few “direct” costs are involved in paper-based billing. These may include:
•Invoice bill/file preparation/printing
•Paper invoices/bills
•Printing (ink or cartridge replacement)
•Envelopes
•Postage/Franking
•Offering basic payment options (debit, credit, other at standard fees)
Costs will fall as bill volumes increase for most of the above but even if they do postage or franking at about £0.40 to £0.45 pence will always be the biggest fee here. And the others will typically add as much as 30 to 35 pence making for a total of £0.70 to £0.80 of direct costs. Of course, if a merchant emails invoices (with a PDF attachment), instead of physically mailing them this may fall in half perhaps.

Indirect Costs
Costs are often deemed to be “indirect” because they are either fixed and/or cannot be wholly charged to the billing costs (especially if it is only part of a person’s job). However, even proportional costs add up here. Indirect costs may include:
•Customer service manpower to handle calls/queries
•Accounting/Reconciliation manpower
•Lost invoices (and the time taken to deal with this)
•Undelivered bills (and the time taken to deal with this)
•The cost of bill storage (space rental or fixed costs)
•Bill query handling time
Once again there may be some economies of scale in the above but all of these items (except bill storage perhaps) mainly involve having staff on the payroll or at call. Even at 500 bills a month, at least quarter a person would typically be involved in issuing and reconciling invoices and another quarter in handling queries, re-issuing bills or handling “special requests” related to invoicing or payments. If the cost of this person (or two part-timers) were £12,000 a year (£8,000 plus 50% salary/overhead burden) or £6,000 each, this £1,000 a month would amount to £2 per bill.

Hidden Costs
Costs are often deemed to be “hidden” because no-one is scrutinising or controlling them (they go unmeasured or unaccounted for or are lost in general overhead or the broad costs of doing business). Hidden costs may include:
•Extra or hidden payment transaction fees (which may be fixed or higher than necessary)
•Invoice/billing run or payment processing errors
•The need for a higher than wanted or necessary float/overdraft at the bank
•Possible added customers or more business from having more payment options
•Quicker settlement/cycle time (by use of SMS or email alerts)
•Easier training of staff/opportunity to focus staff elsewhere with time saved
•Potential cash-flow acceleration
•Easier/cheaper compliance and audit work with digital billing
•Lower/No cost digital marketing opportunities
•Overall incremental "Green" benefits/credits

The benefits to an organisation of the long list above are obviously much harder to calculate but a variety of studies in recent years have suggested that these can conservatively add up to as much as 3-4% of revenues or as much as 15% of profit. If we assume our little company doing 500 bills a month has an average transaction or “ticket” value of £40, turnover per month is £20,000 or £240,000 per annum. If we assume that profit is 15% of this or £36,000, this all means that the cost per bill is somewhere between £0.90 to £1.20.

So in summary, if we add all of these costs together which have a total traditional or paper-based billing cost of £3.60 to £4 or 9.5% of the revenue collected each time (£40 average ticket value). Now that’s a quite a serious amount of money for this little company not to take pretty seriously! But what about your company?-what is 9.5% of your revenues? And when you have calculated it in cold hard cash, can you afford not to investigate the potential to save as much as half of this as recurrent savings every year by moving to digital billing?

Developing a Payment Strategy-Step 5- Building a seamless payments process.

In exploring what is involved in developing an overall payments strategy, in this fifth and final article in the series we will look at building a seamless payments process.

There is no “one-size-fit-all” payment strategy for every organisation, as there will be many individual factors to be taken into account in every case, and this is likely to affect the choices made. However, one aspect about a payments process appears to have almost universal appeal when it comes to customers-they want a “seamless” experience as much as possible. “Seamless” means without joins or to be continuous or even “flowing” from one stage in the process to the next. For a payments process this entails that every step needs to flow in this smooth way to ensure that the customer experience is a straightforward and relatively painless one (given that few people probably like actually paying bills).

Research again and again confirms that flexibility and choice should be a major driver in making the customer experience a positive one, when it comes to rendering payment and the web can now deliver much of this with a little careful pre-planning. In practice, this suggests that the entire payment strategy can be centred around an Internet web site (whether this is in-house or an third-party one). On this site, all the payments process steps of issuing the invoice, offering various payment channels, taking different kinds of payments, reconciling payments to invoices, banking the payments and accounting for the whole payment transaction are possible-a one-stop shop. Of course, some customers either will not or cannot transact on the web and the organisation may therefore have to continue to physically send, email or SMS invoices and even accept telephone based or postal payments. The key issue here however is that this population of customers can be kept to a minimum and encouraged to transition over time. For example, those people making telephone payments can be shown how easy it is to do make the same recurrent payment online (especially when the convenience of doing so 24/7 and 365 days a year is appreciated and not just when call centre lines are open for instance).

In summary then, all organisations of all sizes and types should develop and continue to hone a payments strategy that offers more flexibility and choice to customers. In the chosen approach, being fast and efficient in making the bill available is critical, as is making the whole experience as user-friendly as possible. By doing this, an organisation will usually get the change pioneers and early adopters to experiment with the new approach, and it is their experience that that will have a “viral” influence on those customers who do not like to be the first to try new things. Organisations therefore have to be patient and take a long-term view, but in doing so, can drive both bill presentment and payment acceptance costs down substantially.

Developing a Payment Strategy-Step 1-Appreciating why it critical to have a payments strategy?

This blog article seeks to explore what is involved in developing a payments strategy and it will therefore look in more detail at the first phase of five in total, which is determining why it is critical to have a payments strategy at all.

First of all let’s just define what the payments strategy needs to encompass and then determine why this is so important.

All businesses know that continuing revenue or positive cash-flow is their “life-blood” but few of these have a strategy or even a loose plan to ensure that this keeps flowing appropriately (by which we mean steadily and at a greater rate than costs are incurred). Revenue (as opposed to money from borrowings or equity) only comes in when a business bills for its products and services to its customers and when it receives payment in its bank account. As a result, the process that is used for up-front billing all the way through to the steps to finally collect payment need to operate efficiently and effectively-and this is not something that you want to simply let evolve (or leave to chance).

Whatever its size, a business should spend just as much time on its Payments strategy as it does on its Marketing strategy or Operations strategy. This is simply because all three of these strategies have to work together in order to be successful. Marketing and Sales create demand and get customers to buy in the first place (and will usually spend up-front money in doing so). Operations will fulfil the demand by delivering goods and services (once again spending money to do so). Finally then Accounting and Finance are charged with collecting money from customers, but need to do so in the best possible way (with as much choice as possible) and fast enough to ensure that money is well managed at all times (however seasonal or “lumpy” sales might be).

The first step in developing a Payments strategy, that balances all if the above well, is to understand the full billing to payment cycle. This cycle typically includes: preparing the invoice, issuing the invoice, offering payment channels, taking different kinds of payments, reconciling payments to invoices, banking payments and accounting for the whole payment transaction. In addition to these 7 core steps it might also include, tracking invoice and payment progress, dealing with queries and complaints and producing analysis and reports on payment transactions. Every one of these steps is a significant process by itself and therefore needs to operate smoothly on a stand-alone basis and as part of the overall process. A good Payment Strategy will therefore seek to specify how this can best be done at each step and in an overall manner.

In our next article in this series of five we will look at the next phase in developing the Payment Strategy- how to issue bills and invoices in a fast and efficiency way.

Do large organizations spend an average of $25 per invoice to issue a bill and collect payment?

Almost a year ago, one of our blog articles reported that the leading research companies who look at international billing and payment issues on an ongoing basis, (including perhaps the leader in the field of billing research -Billentis) said that on average, the overall cost of sending out a bill or invoice and then collecting payment from the customer, is £17 per invoice or around $25 (based on data in Europe for the year 2010). We also pointed out that many merchants were disbelieving of this figure, suggesting that they spend nowhere near that kind of money on such a mundane and clerical activity.

Although individual merchant data is often difficult to come by, a private study of the billing and collections practices of three very different organizations was made available recently and the data sheds some light on the real costs that are experienced. These three relatively large organizations were an electricity utility, a city/council organization and a regional telecommunications enterprise. All of these are US based and currently bill their customers with a physical bill in the mail. All three offered payment via their web site but take-up is less than 5% of the combined customer base (a total of 540,000 customers across all the organizations that are billed each month).

What did the study show?
These organizations classified their costs of issuing bills and collecting payment into “direct” and “indirect”. Direct costs included:
• Invoice bill/file preparation time
• Bill printing
• Envelopes
• Postage/Franking
• Payment type fees (fees on credit/debit cards etc)
• Bank fees

The estimated average direct cost for these companies was $6.50 per bill

Indirect costs included:
• Customer service manpower to handle calls/queries or take phone payments
• Accounting/Reconciliation time
• Lost invoices (and the time taken to deal with this)
• Undelivered bills (and the time taken to deal with this)
• The cost of bill storage (space rental or fixed costs)
• Bill query handling time
• Additional or extra payment transaction fees that were unexpected
• Invoice/billing run or payment processing errors
• The need for a higher than wanted or necessary financing to cover outstanding receivables
• Slower than expected bill settlements
• Extra costs associated with compliance/regulatory issues

Of the above, the first two items (call-centre and account reconciliation costs) accounted for about 80% of the indirect costs, which on average were stated to be $18.00 per customer invoice.

So in summary, these three companies suggested that their real costs were a total of $24.50 per bill, based on real internal data from the year 2011. At least for these large merchants therefore, the Billentis estimate looks to be pretty accurate and it is even more reason for merchants of all types and sizes to look very carefully at finding ways to reduce these costs. One immediate solution, of course, is to adopt  online digital billing and payment practices by partnering with a third-party bill presentment and payment portal such as PaySwyft (where these costs can be cut in half very quickly).

Security Protection is the Online Billing World

The use of online billing continues to grow but with this growth comes security risks which need to be managed, especially as far as the consumer is concerned. There are a number of useful steps or measures that can be taken by an individual customer who uses online banking or an online bill presentment portal. A few of these measures include the following:
 
1. Use a strong password- Too many people use their birthday or address for passwords that can be readily discovered. It is therefore better to come up withy something unique. A strong password is at least 7 characters long and contains both upper and lowercase letters. It is also helpful to include a number in the string of possible. This reduces the ability of anyone else guessing a consumer’s chosen password and thereby effect any illegal transactions.
 
2. Keep login data hidden away- Account information, such as a login or password or anything else that will help a person trying to commit fraud, should be kept in a very safe place. This is not on a “post it”, note or scrap of paper on your desk, where others may see it, but in a locked draw or a diary that you carry with you at all times. Even in the latter case, you may want to record the data in a way that you understand it but will confuse a third party person.  

3. Review transaction history- Just as we should check our bank account pages for errors and oversights, so we should apply the same level of scrutiny to our online transactions. This should include not only the most recent transactions but also the history to make sure that a fraudulent transaction is not “buried” in the list. Most fraudsters like to steal quietly and invisibly (one line item that is similar in value) so you need to take extra care to spot that purchase you never made or bill you never got.

 
4. Protect your computer- However careful you may be in your online effort to take security seriously you need to keep your hardware secure through the use of up-to-date antivirus software and firewalls to bar intruders from accessing your network or computer. The greatest risk here is file attachments sent to you on email. Always therefore make sure that any files from people you do not know (that make it past your firewall and spam catcher) are deleted (and attachments from them are never opened).
 
5. Sign out- when operating any online accounts, it is highly advisable that when your online session is complete, you sign out immediately and close the browser window you are done, as double security. If you do need to leave your desk in an office unattended for a few minutes, also make sure that you have locked your computer or password protected it so that others cannot log in to an open session.
 
6. Avoid public computers- Although it is often convenient to be able to log in remotely to your account (and this can certainly be done from your own smart phone or tablet computer for example) you should ideally avoid signing into your online billing portal on a public computer like the ones at cyber cafés. This is simply because they may not have good security and may have software on computers which record your login and password information for later use by someone wanting to commit fraud.
 
7. Beware of Email scams- Many fraudsters try to steal the identity of a bank or other financial services institute and send emails requesting personal and confidential information to be provided. Here it is best to simply avoid putting any login or password data into emails.
 
8. Select a trustworthy Portal- before using any online billing and payment system, be sure to check the credibility of the organization you are dealing with. Check that they are certified and check that they have secure socket layer (SSL) payment certificate etc. You can also read user reviews, blog postings and even “Google” the company to see what you can find that may give you any cause for concern.

If you follow these simple guidelines, you will protect your confidentiality and your account and enjoy the many benefits of using an online billing system.

Innovation in On-line Billing

Last month the Javelin E-commerce research company released its annual report on who they see to be the “innovators” in the on-line Billing space (at least as it relates to US experience). These are many of the companies that are not the Billers themselves (or merchants with the facility to render a bill directly at their own web site and to readily accept online payment at the same site) and the Banks and/or Credit Unions (or what Javelin calls FI’s) who offer an online BillPay service to their customers.

Let’s start with a few quotes from the report:
“A number of innovative companies are seeking to overhaul and streamline the chore of paying bills with services that potentially could steal market share from the dominant models of paying bills at Financial Institutions (FI)s or directly at biller sites. Success for the upstarts will not come easily or soon, however. These innovators not only are competing against one another in a crowded field with piecemeal offerings, their survival will depend on changing entrenched consumer habits for paying bills at FIs, at biller sites, and by mail.”

“Billpay innovators have the potential — at least on paper — to offer a package that combines or exceeds the strengths of FI bill pay and the biller‐direct model. Those strengths include the ability to view and pay all bills in one place, oversee all account balances in one place, pay from any account at any FI, and file away documents from all sources.”

“BillPay Innovators lack the necessary four-part combo: money management, bill‐pay capabilities, archives, and mobile access. To convince consumers that they are a compelling bill‐pay alternative, innovators must offer a package that combines the control of money management, the practicality of bill pay, access and control via mobile devices, and the convenience and security of electronic archives.”

In summary then, Javelin concludes that independent online billing companies may have a possibly disruptive influence in the future, but it’s not yet happened, it will take a long time, the impact will be small, consumer habits will be difficult to change, the new functionality that will be available is not that compelling and there is a lot of competition rendering the effort relatively unprofitable. In other words, this is not a very positive outlook. Unfortunately, this overall conclusion is based on faulty assumptions leading to spurious and incorrect forecasts and in this article we will briefly suggest why this is the case and take each of these four overall objections one by one.

1. The market penetration of a well-run cloud-based online billing business will take a long time and the impact will be small. The argument here is that Bank Bill Pay and “Biller direct” has already “locked up” much of the market and the small innovative online billing companies now have only the “crumbs from the rich guy’s table”. This assumes that both merchants and consumers are happy with these two currently available options. For a start only the largest billers typically have an online presentment and payment solution and even it may be slow and not easy to navigate (and creates a different user experience for the consumer for every merchant that has such a site). On the Bank/FI side, online bill payment is offered but presentment is either not available at all in most cases or is only at summary single line level (so the consumer can’t view a full digital bill). The consumer may also only be able to pay bills for large merchants and only from their checking account. Both of these parts of the market are therefore only “technology interludes”. They will be quickly swept away by a full and integrated digital portal-based technology and this is available from several of the innovators right now.

2. Consumer habits will be difficult to change It is true that consumer behavior is hard to change but it is not impossible. Look at the significant shift to internet banking in the last decade (which is what has mainly driven online bank bill pay in recent times). However, more significantly the pain is not essentially on the consumer side in the bill presentment and payment area-it is on the merchant side of the equation. Merchant pain here is considerable and long standing. Many merchants have been sending out paper-bills for decades and collecting payment by offline means (like cheque and cash) for as long. Even where they can take credit and debit cards they need to have a response team or call-centre, which is costly. But perhaps most significant (and this envelopes even those merchants that have switched to emailed invoices), the big merchant challenge is reconciliation, most of which is done manually and may require two, three or even four sets of data-keying. Online billing reduces this task to almost zero time and therefore on-going cost. And with a sophisticated cloud-based online billing and payment solution it also means no up-front capital cost and the avoidance of the months of time it may take to integrate with the local accounting software being used. This is a very big win for merchants and allows them to offer incentives to customers to switch to online payment or face extra costs if they do not. From a consumer perspective this not only quickly changes the thinking but if the online solution allows them to also get a bill on the phone as a text message, as an email or they can still print it if they wish, the resistance is likely to fast melt away.

3. New online bill presentment and payment functionality will not be very compelling Javelin are magnanimous enough to recognize that some of the innovators technology is “impressive” but then fail to draw the conclusion that it will be valuable. Once again, we have to look at the value to both consumers and to merchants themselves and when this is done, the benefits are substantial. There is insufficient space in a short article such as this to list the range of features offered by many individual innovators technology companies but if we look at Payswyft as one example, the consumer has the ability to see full bill detail instantly, 365 days of the year and 7 days a week, pay by almost any method (including cash remittance) can calendarise payments and set up automatic debits, can receive customized alerts, and track all bills (which they can progressive see from multiple merchants in one place under one login and password). And for the merchant, bills or invoices can be securely sent immediately they are ready in digital form (which cuts down delivery time and lost or undelivered problems), increased payment options are offered to consumers and accelerated cash-flow is created (as consumers on average pay earlier with an online transaction). This is not to mention the call-centre and reconciliation cost savings mentioned above. Even these few features are worth huge amounts of time and money for consumers and merchants and are therefore anything but trivial.

4. There is too much competition amongst these small innovators making substantial profit making unlikely Much of the payments industry see so-called “innovators” as either non-bank businesses trying to get into the payment space (like accounting software companies) or businesses that are supplying online billing software of some kind (which will always face a high integration hurdle). What they miss is the few companies that are neither of these-truly focused e-commerce, billing or payments companies that are mainly offering a cloud-based or hosted solution. Apart from a large company like PayPal who are trying to offer this kind of service in this sphere (and they have the financial muscle to be highly disruptive without facing much in the way of competition), most companies that are competing here are relatively small at the moment and there are not that many of them. This means that there is a chance to offer quite a differentiated service in particular geographies and within certain market verticals. In addition, there is potential for one or two of these to emerge as a market leader very quickly (most likely in the next 12-24 months) and create a “sea-change” in attitudes and behavior at all levels.

As if the counter-arguments to Javelins conclusions above are not enough to convince us that a big change is coming soon, there are many other compelling benefits that are available right now that will mean the innovative cloud-based bill presentment and payment company will make large inroads into this very large market. This includes the immediate availability of an e-commerce version of bill pay on any merchant web site that wants it, the scope to offer the same service for B2B transactions (and not just B2C which is often the only focus if research in this area). In addition, the ability of the innovator to now offer secure document delivery is not just a more convenient storage option (for consumer and merchants) but means that all online payment related documents like credit card statements and payment confirmations and notices can all go online and be delivered at a fraction of their current cost. Last but not least, all of this technology is available in the mobile sphere too, meaning that merchants can render electronic bills on a smart phone or tablet computer anywhere they have a connection and consumers can pay them on the same devices wherever they are (any place and at any time).

In conclusion, the world of bill presentment and payment has changed little for more than 50 years. The innovators are going to change this world dramatically and the time for this to happen is now.

How many bills or invoices are sent out each year and to whom are they sent?

Electronic billing has been around in one form or another for over a decade now but according to the Swiss billing research firm Billentis, the penetration of e-bills versus traditional bills remains relatively weak. They estimate the proportion of e-bills to be anywhere between 4% and 9% of the total invoices sent out, but even this range applies only in relatively large businesses (and is increasingly invisible in medium and small businesses), making the overall take up perhaps nearer half of these figures. Furthermore, the proportional take-up of e-billing varies greatly in the two major parts of the market-the Business to Consumer or B2C market, and the Business to Business or B2B market. In this brief article, the aim will therefore be to try to quantify the relative size of the billing market, or perhaps more simply to determine just how many individual bills or invoices are sent out each year and to whom they are sent.

The table below illustrates the typically billing flows, in percentage terms, in these two major market sectors (B2C and B2B) and according to whether a company is large, medium-sized or small.

Although bills can be sent from one consumer to another (C2C), this is a relatively small market (estimated to be less than 1% of all bills). The two large sectors are therefore between businesses and their consumers (B2C) and between businesses (B2B). The B2C and B2B market is close to 50/50 but the B2C market is slightly larger in transactions but quite a lot smaller in terms of transactional value. Let’s look at these two markets in a little more detail individually.

The B2C market
As the above chart shows, large businesses send out the greatest proportion of B2C bills (43.3% of all bills). Medium sized companies send out only 5% and small or micro companies only 1.7%. In the UK as an example, the estimated total volume of bills is around 5 billion per annum. This means that large companies with more than 250 employees send out 2.165 billion bills. Given that the UK adult working population is around 26 million, this means that each consumer gets 80 bills a year on average, from a large organisation of one form or another or around 7 bills a month. They get a further 1.5 bills from medium and small companies, making an average of 8.5 bills a month in total.

As a different example, in the US, the estimated total volume of bills is around 42 billion per annum. This means that large companies with more than 250 employees send out 18.18 billion bills. Given that the US adult working population is around 130 million, this means that each consumer gets 140 bills a year on average from a large organisation of one form or another or around 11.5 bills a month. They get a further 2.5 bills from medium and small companies, making an average of 13 bills a month in total. The higher average consumer bill volume versus the UK may be explainable by two major factors. Illegal workers in the US are not counted in the adult working population figures and the US has Federal and State based system businesses, making for less truly national “super-billers”. For example, in a large utility may bill a large % of the UK population for its gas and electricity needs (a task that may involve a hundred utilities in the US). This makes the average bill volume artificially higher than it may be in reality, perhaps by as much as 15%.

In terms of value, there are no accurate figures relating to the average bill size or amount. However, it is estimated that the average “ticket” in the B2C market is around £65 to £75 (or $75-$95 in the US).

The B2B market
As the above chart also shows, large businesses send out the largest proportion of B2B bills (11.6% of all bills) to other large companies but medium sized companies (employing 50 to 249 employees) send out almost as many at 10% and even small companies account for 7.5% of the total. However, the picture is complicated further by the additional B2B billing that is done between Large, medium and small companies. Hence, in aggregate, large companies send out 15.8% of all bills (11.6%+1.7%+2.5%).

Once again using the UK as an example, this equates to 790 million bills. In the US this would be 6.64 billion bills. Just to complete the picture, medium companies in aggregate send out 18.3% of all bills and small companies in aggregate send out 15.9%. Although this makes the B2B transactional volumes very similar, in aggregate the medium sized companies send out proportionally the most bills.

In terms of value, accurate figures relating to the average bill size or amount are even harder to come by, as companies have very high variations from very low amounts (such as £15 0r £25 for example) to very high amounts (running to thousands or hundreds of thousands in some cases). In addition, there are no formal records kept in terms of average B2B invoice amounts. However, it is broadly estimated that the average “ticket” in the B2B market is around £1500-£2,000 (or $1250-$2500 in the US).

The penetration of ebilling
Once again, definitive figures are difficult to find when it comes to the penetration of ebilling. However, in the B2C market, it is large companies that have made the most progress, led by utilities and telecommunication/mobile phone companies typically. Here, the estimates are that penetration has been in the range 7-9% in Europe, and a little less (6-8% in the US). In medium companies, these numbers are reported to be less than a third of these figures or only 2-3% penetration and in small companies, considerably less than 1%. This leaves a lot of upside potential to switch to ebilling of one form or another across all three organisational size levels.

In the B2B market, it is apparent that accounting software and separate specialist billing software has made some significant inroads into large companies. However, this has largely translated into accounting system driven invoices (or email based invoices with PDF attachments, which are but fully digital bills of course) and as often as not, this has therefore become an additional channel to paper-based invoices, with many organisations reluctant to eliminate physical invoices too quickly. There are also many additional complexities in the B2B market when it comes to billing. This includes integration with purchase order systems, dealing with credit noting, bill line-item dispute handling and multiple decision-maker issues for bill sign-off. This is not to mention the accurate and legal handling of taxation issues. All of this means that the decision to take up ebilling in the B2B space usually involves quite high up-front capital expenditure (on new or changed software), long integration times, changed internal processes and the need to cover monthly fees (e.g. software maintenance and per user etc). There are alternatives to this approach but as yet, interest and take up has been very low.

Summary
A lot of bills are sent out every year in any country with a reasonably well-developed economy. However, it is important to understand that the B2C and B2B markets are very different in terms of transactional volumes, average “ticket” sizes and needs. It is also important to recognise that volumes vary greatly in large, medium and small companies, and their relative interest in making their invoicing practices more efficient will often be very different. This means that the potential for electronic billing take-up is still very high (perhaps as much as 95% of all bills are still not fully digital) but the route to increase overall levels of ebilling take-up needs to be carefully planned for each market segment, in order to be successful.

What is the difference between “push” versus “pull” on-line billing?

The terms “push” and “pull” are now commonly mentioned when on-line billing is being described, but what do these terms actually mean in this context and what is the advantages of one over the other?

A “push” based on-line billing process essentially means that a consumer is prompted or alerted directly with a full invoice, statement or other document describing what has been purchased and what needs to be paid. This is therefore what is commonly called a “rich” document. For the most part, push-based on-line billing systems are carried out as e-mail notifications with attachment files (such as a PDF for example).

A “pull” based on-line billing process will still alert a consumer that an invoice is ready to be paid but instead of including the rich document, invites the consumer to go to a nominated web site where they can find the full bill to be viewed and subsequently be paid in digital form. Both e-mail and text messaging can be used to simply alert the customer, but merchants may elect to use off-line notifications (letters, paper-based invoices etc) as well.

Both push and pull models on online billing offer merchants the opportunity to reduce or eliminate paper invoices over time but each has advantages and disadvantages.

The advantages and disadvantages or Push-based on-line billing
Push based on-lined billing has the advantage of using a very common and familiar system that most businesses and consumers now use with relative ease -their email. Recipient addresses are unique and go straight into an inbox to be read either immediately or when the person opens their email system. In addition, emails are now readily received on mobile phones and other portable devices, allowing for very fast delivery, flexible viewing and (in some cases) access to online payment options.

Despite the above, there are a number of drawbacks with this push-based delivery model. They include:
* An email address may be incorrect or not reach the right recipient directly
* Many individuals and even organisations may have inbox restrictions the size of incoming emails. This will limit the opportunities for presenting invoices (especially when the attachment is large in size).
* Staff turnover in businesses and changes to email addresses by consumers means that it is often difficult to ensure the complete integrity of email addresses.
* Recipients can claim that they never received an email with an attached e-bill
* It is not always easy to differentiate copy invoices from original invoices with push on-line billing.
* An attachment (such as a PDF) is still only a piece of paper. A consumer may just print it and pay it offline and/or a merchant cannot easily reconcile the data (needing to key in the data again).

The advantages and disadvantages or Pull-based on-line billing
In Pull-based on-line billing, an email is more equivalent to a paper-based notification in the physical mail and simply serves to alert the customer that an invoice is available for viewing and processing at the nominated billing website (the biller’s own or a third-party aggregator’s one). As well as presenting the invoice a fully digital and therefore clickable format, web 2.0 internet technology also makes it possible to distinguish between the original and copy invoice. In addition, this fully digital format makes for very simple upload or transfer to an accounting system, thus eliminating any requirement to key in data manually and greatly aiding the reconciliation process. In addition, full digitisation allows the recipients to view their bill and render payments all on-line, at the same web site (which they may choose to do as soon as it is received).

Just as with Push based on-line billing, there are nonetheless a number of drawbacks with this pull-based delivery model. They include:
* Recipients may forget their logins and passwords to the billing web site to which they are being directed
* Recipients may not trust the web site to which they are being sent, or least feel nervous about the security offered (especially where payments are concerned)
* Consumers may be confused with what is likely to be a simplified bill or one which approximates to the one they receive in the mail-it is often similar but not the same.
* The billing web site may not be very user-friendly (leading to consumer abandonment)

So, in summary, we can say that both push and pull on-line billing have many advantages worth considering but also have a range of disadvantages that need to be considered one-by-one according to each merchant’s needs. In overall terms perhaps there are less onerous disadvantages on the “pull” side, and it is this approach consequently has the present advantage. However, as usual in the online world, choice and convenience are always key considerations, and it may well be that offering both a push and a pull-based solution offers the best outcome of all (and most quickly attains the paperless system than many merchants may crave).