First, the analysis of the overall planning factors of accounts receivable management
(A) Analysis of factors affecting the generation of accounts receivable
1, the influence of enterprise development strategy and financial objectives on accounts receivable. Enterprises have different development plans and strategies in different periods and different products, which directly guide production, sales and management policies. Therefore, different development strategies have different requirements for accounts receivable. For example, the market development strategy in the growth period and the capital withdrawal strategy in the sunset period will bring different requirements to the generation and management of accounts receivable; For another example, the strategy of developing new products and the strategy of developing main business products will also have different requirements on the proportion of accounts receivable in current assets, and so on. However, different financial objectives have a direct impact on accounts receivable. For example, the financial goal of improving profit growth level and maintaining stable capital flow often leads to two different results: excessive pursuit of sales to create profits and steady marketing to create cash flow.
2. The influence of production and development departments and sales departments on accounts receivable. In the management value chain of enterprises, accounts receivable management ranks behind production management and sales management, and is directly influenced by its incentive and management policies. First of all, different production incentive systems produce different sales pressures, such as linking incentive factors with the quantity of saved production materials, production efficiency and market sales performance, which leads to different positioning and understanding of products by production developers and different market acceptance, thus affecting the generation and amount of accounts receivable. Secondly, different sales incentive systems will directly affect the generation and amount of accounts receivable. For example, different ways, such as incentive factors linked to sales, market share, realized amount, etc., directly affect the different knowledge and understanding of sales personnel on customer selection, marketing measures, cash sales and credit sales, as well as the length of realization time, thus forming different sales results.
Therefore, compared with the existing knowledge structure of accounts receivable management, this paper holds that "managing accounts receivable according to enterprise development strategy, combining with enterprise financial objectives, and paying attention to the influence of production and development departments and sales departments on accounts receivable management" needs to be fully valued and recognized.
3. The influence of customer selection and credit line positioning on accounts receivable.
Customer selection and credit line positioning play a decisive role in the proportion of accounts receivable to current assets. Generally speaking, loose credit policy directly leads to the increase of accounts receivable, while strict credit policy directly leads to the decrease of accounts receivable. The selection criteria of customers and the determination of credit limit are mainly determined by the ability of enterprises to bear the risk of capital turnover. According to the information collected by enterprises, customers are screened by credit evaluation and analysis methods such as "5C".
(b) Analysis of factors affecting the collection and liquidation of accounts receivable
1. Does the clear responsibility of accounts receivable recovery have a significant impact on accounts receivable recovery? Whether the responsibility of accounts receivable recovery is clear or not is essentially the result of management system design according to different concepts. In the process of actual investigation and financial analysis of many enterprises, it is found that clear responsibilities, outstanding incentive targets and clear incentive indicators in system design are very important to solve the problem of recovery and liquidation of accounts receivable. For example, huaqiang group began to reform the fund management system from 1995, and mainly adopted three measures for accounts receivable: first, it was clearly stipulated that the maximum amount of accounts receivable of each enterprise should not exceed 35% of the proportion of current assets, and the abnormal part exceeding the proportion must be investigated; Second, the finance department prepares an aging analysis table every month, informs the sales department of the recovery of payment, and takes timely collection measures; The third is to establish a responsibility system for accounts receivable recovery, link the collection of accounts with the bonus of sales staff, and encourage them to recover funds as soon as possible. The implementation of this system has achieved remarkable results. For example, the accounts receivable of Lanzhou Beer in the group decreased from RMB 230 million in 1997 to 1998, with a decrease of 50%[ 1].
2. The development of accounts receivable realization channels has a positive effect on existing accounts receivable. In May 2003, the Ministry of Finance issued the Interim Provisions on the Accounting Treatment of Creditor's Rights Receivable Financing between Enterprises, Banks and Other Financial Institutions, which standardized the accounting treatment of the sale and financing of Creditor's Rights Receivable. In the accounting standards for financial instruments, which was just promulgated in 2006, accounts receivable were classified as financial products. While directly and effectively avoiding the risks brought by accounts receivable, accounts receivable financing can quickly raise the funds needed by enterprises at low cost, meet the financing needs of short-term liquidity shortage caused by accounts receivable occupation, and open up new financing channels for enterprises.