Ten ways to accelerate cash flow

In today’s tough economic climate all businesses need to pay even more close attention to ensure that cash due from customers flows in as quickly and smoothly as possible. What follows is ten key ways that cash-flow can be accelerated:

1. Send invoice as soon as possible after a product is supplied or a service is rendered, because every day you are late is at least one more day your customer will wait to pay-terms only start once they receive your bill. If it takes a week to get the bills out, on average, that’s a week’s worth of cash-flow. Also, follow up on major invoices to ensure the client has received the invoice. Invoices can often be delayed by an internal authorisation process, or just going astray.

2. Clear and professional looking invoices get taken more seriously. Make sure that they therefore contain all the information such as the correct entity name, right address etc with clear ways to pay listed.

3. Set fair and appropriate credit terms and communicate these clearly with a ‘due date’ very visible on the invoice. You may even want to set the payment expectations of new customers with a specific welcome letter.

4. Deposit all payments made immediately (especially when these are cheques or cash). The more these can get into a bank account quickly the better.

5. Offer several payment methods not just one or two -customers should never have an excuse for late payment related to your lack of convenient payment options-all customers today (small and large) need to be given choices.

6. Offer early payment discounts so long as it doesn’t swallow up all the profit. If customers are struggling, the sooner you provide the facility to partially pay, the sooner the debt is paid. If a customer exceeds their terms, you can offer cash on delivery terms until the account is back on track.

7. In order to remind customers when to pay, you need a system to let you know when they are due. A series of email/SMS messages, depending upon the time overdue with relevant wording, is often very useful.

8. A great target or key performance indicator for accounts receivables is ‘accounts receivable days’. This is not to be confused with the terms you offer customers. The ‘accounts receivable days’ is the average number of days that all customers are taking to pay you. Of course you want this to be on terms or better.

9. Use you improved cash flow practices to reduce your overdraft or “float” thus saving interest costs or giving you extra cash to spend elsewhere.

10. Aim to do as much of the above as possible online at a flexible and versatile bill presentment and payment web site (such as payswyft.com). Not only will clearly presented electronic bills arrive much quicker but research suggests that customers pay 35% quicker when they receive an online bill and can pay it online on the same web site. Sites like PaySwyft also automatically bundle many of the above steps in the technology or give an organisation a range of options to help accelerate cash-flow.

Ultimately, if you can entrench these steps into your payment strategy and operational practices you will find accounts receivables less of a hassle, resulting in greatly improved cash-flow for your business.

Cash-still a key method for consumers to pay merchants

In the last 10 years we would be forgiven for thinking that the use of cash to pay for things has been declining so rapidly that it is now a minor payment method (with debit and credit cards being the dominant force in western society these days). However, even in 2011/12, the figures just do not back these up with cash and debit having about 40% of the total pie, with credit cards a long way behind with only 15%.

The UK Payments Council publishes a full report on “the way we pay for things” as consumers in the economy, in April of every year. In summary, their latest research suggests that cash accounts for about two-thirds of all financial transactions in the economy and about one third of the value of the transaction (meaning that cash is typically used for lower value transactions). In fact, there are around 21 billion consumer payments in cash, but close to 80% of these are below £10. Around two-thirds of these cash payments are made in retail environments (such as supermarkets, service stations, shops and pubs etc).

For our regular commitments (bills etc), cash payments account for about 10% of the transactions and around 7% of the value.

Many individuals choose to use cash to shop on-line (often citing security and risk issues with credit and debit cards as the reason). However, many other have no choice but to use cash when they are trying to purchase goods or services (whether these are on or off line). 

Although the numbers vary, the population of people in the UK who do not have a bank account (often called the unbanked) is around 2 million people or about 1.4 million households. This is therefore around 7.5% of the entire UK adult working population and is therefore hard to ignore if you are a merchant or a payment provider.  Of course, this includes many people who are socially disadvantaged or poor in society but even they have to buy products or services or pay their bills. This is not easy to do without a bank account and can only be accommodated if payment providers recognise their need.

What is Likely to Occur in the Payments and Online Billing Landscape in the Next Few Years?

Although it is always extremely difficult to make predictions about an industry which changes as fast as online payments (including online bill presentment) there are always a few “clues, trends and patterns” around to draw upon. As a result and as it’s close to the start of a new year, in this article we will seek to make a few predictions about what is likely to happen in the near future. To do this we will use a number of key headings that are often seen to be important in this industry.

The general changes that we can expect
In broad terms, the payments landscape (which is still very paper or physical form-based in so many ways) will continue to switch inexorably to an online environment at many levels with “barcode type” paper to replace physical monetary exchange products like cheques and cash in the next few years and possibly even Card (debit, credit and pre-paid) in the more distant future. The market will increasingly use smart phone and PC tablet as a channel, although the infrastructure required to support this will take as long as 20 years to make the full transition.

Online person-to-person or P2P payments will increase using mobile devices or social network sites as the initiation point. In the early days of this transition, bank account details will need to be known but accessing and using cleared funds (as the way customers want to interact will each) will see more new players emerging outside of the traditional banking community.

While banks are competing with each other for market share, new players entirely are likely to be able to capture payment market share away from their base, by better satisfying the needs of market. PayPal, Google & Apple are good examples of this or it may be entirely new companies that are yet to become well-known.

The cultural shift to perform everyday functions on-line is still in its infancy. While on-line shopping is growing exponentially, other behaviour will move more towards online. For example, full digital bill presentment and payment services.

So, if that’s the general scene, let’s look at what might happen under a few specific headings

TIMELINESS & CHOICE
Customers want to choose when they pay, day or night, 24/7, 365 days of the year and whether to pay ‘just in time’ or in real time. Customers want very wide payment type options and the ability to choose which option best suits each payment activity.

In many cases, recipients of funds prefer real-time or same-day settlement. Surety of settlement in real time will be critical in most cases.

ACCESSIBILITY
Customers want to access the same payment options regardless of the channel by which they pay. For example, this may be the same payment choice regardless of whether they are in a store, at an on-line store or paying a bill.

Merchants will increasingly prefer to receive funds from the same payment options, regardless of channel, to reduce vendor management and improve internal efficiencies.

EASE OF USE
Customer like payment types that are easy to use and one they understand and trust. Mobile, PC tablet & social network usage is making the introduction of new payment processes easier to manage and educate the market, but present other challenges for the payment industry as a whole.

EASE OF INTEGRATION WITH OTHER PROCESSES
Online payments will grow steadily and will ultimately dominate the payment landscape. However, capability and capacity to integrate with internal computer systems will be a barrier that will need to be overcome. Seamless integration with Point-of-Sale systems, on-line store, ERP, inventory systems and billing engines will be a critical factor.

Cloud-based technology will assist in keeping capital outlay lower and at manageable levels while providing high speed access to the payment instruments and associated internal systems.

RELIABILITY
The new payment instruments and channels that arise will need to be ever more reliable. Traditional payment providers can still play a huge role in ensuring that high quality standards and suitable interoperability is maintained ensure the instrument can be trusted.

Convenience can sometimes trump reliability, but both having both is likely to be a winning combination.

PRICING
New payment instruments will have to be cost effective is all cases and this will start to happen slowly.

What is blurring the price aspect is merchants will try to demand low transactional costs even when real demonstrable value is being added. For example, instant bank transfer provides significantly more benefits to both a consumer and a merchant and yet the expectation would be that this should be priced the same as, or even lower than, the transactional cost to write a paper-based cheque.

Another example is that presenting an electronic invoice with a wide range of payment options would be significantly more cost effective than a biller managing their own bill collection, even though individual transaction pricing by payment type may be more expensive in that particular silo.

SECURITY AND ROBUSTNESS
Similar to the reliability heading, secure and robust payment instruments will be increasingly essential, although convenience and ease-of-use are considerations that will often dilute how secure and robust the new instrument has to be in practice.

INTEROPERABILITY
All online digital Payment systems will have a much higher degree of interoperability with other systems than they do now. This will apply to the movement of money (where necessary) and more particularly to data transmission. The intelligent design of this data transition process (nationally and internationally) will be done by at least one large player outside current financial services sector or by a new market entrant.

RISK MANAGEMENT
Much richer risk management tools will be available and these will have sophisticated algorithms that track all payment patterns and provide risk attenuation or control options at every level. This is likely to be a new software-based market entrant.

Summary
No-one has a “crystal-ball” to predict the future, but the online payments space is changing rapidly around us. It will be interesting to see whether, we are still heading in the general direction that this article suggests in 12 months time and whether some of the forecasts are starting to come true or not.

Why the massive rise in using debit cards matters to all organisations

According to figures released by the payments council at the beginning of 2011, debit card expenditures more or less matched cash expenditures for the first time ever in the UK (and are expected to outstrip it easily in 2011). According to the statistics, there were around 6 billion purchases made using debit cards in the UK during the previous 12 months, an annual rise of nearly 9% and these transactions were worth a combined £265 billion, at an average value of £44 (up 7.5% overall). Yet while there were the much greater 21.4 billion cash transactions made in that same period (which was nonetheless down by 5.2%), the total value of these payments fell by 0.4% to about the same £265 billion figure.

Now clearly, these figures do not mean that cash is disappearing any time soon, especially since these lower average expenditures of £12 or less are often most conveniently settled by cash. However, it does signal that a lot of non-retail spending in particular is shifting to debit card use (and even some retail too with the interest in payment using NFC technology and smart phones in the near future) and perhaps the greatest area in which this likely to be significant is in paying bills (especially those sent from Government or Business to consumers).

What is driving this trend is that cheque writing is falling steadily (and of course is planned to disappear by 2018 in the UK). In fact, over 100 million fewer cheques were written in the UK in 2010 by consumers and it is the debit card that seems to be the preferred alternative, rather than the credit card. In 2010, credit cards accounted for £125.4 billion worth of payments, an annual fall of 0.7%, with 2 billion separate purchases (making an average credit card transaction £63). Hence, debit card transactions outnumbered credit card payments by three to one and represented more than twice the overall spend.

So what does all of this change mean for organisations on how they currently do business? Well first and foremost, accepting payment by debit card becomes pretty critical. Many small businesses (and even a few medium to large ones) do not at the moment and may well lose customers to competitors in the future. Beyond this perhaps obvious issue is the fact in the modern world people are happy to save as much time as they can and a debit card can often meet this need for faster transaction time and greater convenience (especially when paying over the web).

The benefits of accepting, and even encouraging debit card payments are many for the organisation and include:
•Less trips to the bank (with cash and/or cheques)
•Greater security (with less cash and cheques to keep safe)
•Extended opening hours for payment (allowing customers to pay by telephone or over the Internet 24/7 and 365 days a year-an outcome that can be set up immediately with a relationship with a web billing and payment portal such as PaySwyft.
•A faster transfer of funds to the organisation’s bank account than most other methods
•Generally cheaper than handling cash or credit cards
•Typically much lower charge-back risks than with credit cards

Each of the above is probably compelling reason enough for any business to take debit card payments, but in combination and given this payment type’s rapidly increasing popularity amongst consumers, the decision becomes extremely compelling in today’s fast-moving commercial climate.