Working With Accounts Receivable
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Working With Accounts Receivable
Deciding to extend credit to customers of your business means you need to be organized. This entails setting up an Accounts Receivable (A/R) system and consistently following all the policies and procedures established to make the system work. This is essential if you want to avoid the disappointing experience of making a sale only to find out later that you are not going to receive compensation. For sure, there are going to be customers who flake out on their obligation to pay. However, equally certain is the fact that if you don’t follow up in a timely manner with your outstanding A/R customers, you can expect to have many more uncollectible sales than you should have.
Let’s take a look at the A/R system. First, you need to understand the five-step A/R formula:
Step 1) You start with last month’s ending A/R balance as your current month’s beginning balance;
Step 2) Add any new credit sales;
Step 3) Subtract cash receipts from credit customers;
Step 4) Add or subtract any adjustments that are necessary for a particular customer;
Step 5) Total the first four steps to arrive at your new ending A/R balance.
The sequence of these five steps is what occurs in the A/R general ledger account each accounting period. The total A/R ending balance in step five is the figure that appears on the Accounts Receivable line of the Balance Sheet.
The A/R general ledger account is called the "control account" and is a summary of all the A/R activity that occurred during the accounting period, such as, one month, quarter, or year.
The totals in the A/R control account should mirror the total of the individual A/R customer detail ledgers because the same five-step formula is used for each individual customer. The A/R control total on the Balance Sheet should be compared to the customer detail ledger total as a proving step. If they are not the same, then you must find out why.
Your A/R software program will compute all this for you when you enter Sales and Cash Receipts. However, "you" have to enter any “adjustments.” This is the place where things can go astray. Some of these adjustments can become quite convoluted; and to be recorded properly, they must be carefully thought out. In addition, you must become familiar with how to enter debit and credit memos in the A/R software program you are using. Issuing refunds, correcting mistakes, recording write-offs for bad debts, etc., can be tricky, especially if you don’t do it very often. You must prove your work each month and keep good notes, otherwise not only will your reports not match up, but your customers will get irritated when you try to collect a balance that is inaccurate.
After all the adjustments are made at the end of the accounting period, a report called the Accounts Receivable Aged Invoice Report should be run. This report tells you, by customer, how much is owed and how old the outstanding balance is. The total of this report should be the same amount found in the A/R control account on the Balance Sheet and in the Customer Detail report.
If you use all three reports to prove your ending balances, and you take the time to clean up any discrepancies "as they arise," your A/R system should always remain accurate.
Working With Accounts Receivable - To learn more about this author, visit John Day's Website.
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John PowerJohn Power, founder of Biltmore Franchise Consulting, has extensive experience developing and marketing franchises and business opportunities. He has been in and around franchising for over twenty years. From 1980 through 1990 he conceptualized, organized, and developed the American Video Association. He grew AVA to 2,000 national members, before selling the company it 1990. It was later merged into another home video marketing company. From 2000 to 2005 he worked as a contract marketing and human resources consultant to several local and national companies. In 2005 Mr. Power began working as a franchise development consultant on a full-time basis. Since that time he has helped more than three dozen companies initiate and develop their franchising program. He notes that there are many companies interested in developing a franchise program, and who need his specialized assistance. Mr. Power is a “hands-on” franchise consultant. He said, “I am the ‘nuts and bolts’ person who tends to the details for my clients.” Mr. Power holds a B.S. degree with a major in Marketing. See: www.biltmorefranchise.com You may contact Mr. Power at: jpower@biltmorefranchise.co - Visit John Power's Website |
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David AchesonDavid Acheson is the founder of DCJA Consultancy. DCJA Consultancy is a management consultancy business specialising in B2B sales consultancy. They offer bespoke and packaged sales consultancy including Sales Optimisation Review, Interim Sales Management, Sales & Marketing Review, 1:1 Sales & Management Staff Analysis, Management Training, Solution Sales Training, Creation of New Pay Plan, KPI's, run Customer Feedback Campaigns, assist with Recruitment, Coaching, Appraisals and set up Strategic Marketing Campaigns. David spent his early career in accountancy and then moved into sales in 1982, working in Office Equipment, IT, Advertising, Training, Outsourcing and Consultancy. He has held many Senior Positions in SMBs and Global Organisations including Head of Sales Operations & Head of Business Development. His knowledge, skills and great experience of the Sales Industry has led to David making keynote speeches and running educational sessions to key businesses through organisations including The Chamber of Commerce and Business Link. - Visit David Acheson's Website |
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