财务会计论文应收账款外文参考文献
关于应收账款外文文献和文献中文翻译
上海财经大学浙江学院毕业设计(论文)外文翻译译文：会计帐户应收账款(AR)侯赛因·Pashang瑞典延雪平大学文摘:治理工商管理财务报表的质量是一个关键问题。
经过痛苦的经验与实践的表外会计、应收账款(AR)的概念越来越多地得到了管理层的注意。
这种关注的原因之一是,可以使用基于“增大化现实”的技术,高度灵活的方式,来影响底线和债务/股本比例。
本研究的目的是,通过必要的信息披露和其他一些会计原则和客观性等思想, 重要性、匹配和公允价值批判分析中使用的技术评估和测量的基于“增大化现实”技术。
关键词:会计确认、会计应收账款、会计披露。
1.介绍账户操作的概念,包括“收益管理”,主要是附加的损益表的项目。
例如,科普兰(1968)集中在收入报表和观察到管理影响净利润的大小有目的地。
按照构建三个“否则”不利于收入的概念,“收益极大化者”和“收入smoothers”他把收入作为管理中心的研究重点。
值得注意的是,盈余管理的概念,表示一个特定类型的会计实践,把注意力只在损益表。
然而,账户操作可能分类上的实践,这些相关的平衡负债表和损益表分类。
这些类型的操作不是文学中描述。
也许,这个缺点的原因应该与复杂的会计技术有关,应用于促进盈余管理。
一项研究由理查森et al .(2002)表明,盈余管理主要是根据收入确认,包括基于“增大化现实”技术。
他没有表明,使用基于“增大化现实”技术的方式来操纵帐户。
观察的会计违规和会计错误当局要求重述或修正的年度报告。
AR-related重述的原因应该与所需的“盈余管理”,包括操作的资产负债表和损益表。
看起来,“收益管理”是在路上被安放“管理帐户”的概念。
新概念建构的旧概念收入管理和沟通管理更中性时尚的观点影响会计(见,例如。
金融时报》6月8日,2009年)。
根据定义,收益管理一组通信方式管理人为管理以满足一些预先设定的预期收益水平,如,分析师预期。
跟上一些收入趋势,据分析师估计,它是先验假定可以影响投资者对风险的看法(Riahi-Belkaoui 2005;马修斯和佩雷拉1996)。
应收账款管理英文文献
应收账款管理英文文献应收账款管理Management of Account ReceivableAccounts Receivable Management Best PracticesJohn G. SalekISBN: 978-0-471-71654-9Hardcover224 pagesJuly 2005Wiley List Price: US $64.00Praise for Accounts Receivable Management Best Practices"An excellent reference tool on how to manage the accounts receivable process for any company. The use of real-life examples makes the concepts easy to understand. I recommend the book to anyone who wants to improve cash flow and reduce bad debt loss."—Michael E. Beaulieu, Senior Vice President, Finance Cardinal Health"Rather than simply explaining how to get the greatest return from an investment in accounts receivable, John G. Salek reveals how companies shoot themselves in the foot when management sets policies and procedures without consideration of the impact on cash flow. Accounts Receivable Management Best Practices isn't just for credit and collection professionals who often spend more time cleaning up process errors and other corporate 'garbage,' instead of managing risk. It should be required reading for C-level executives, the sales staff,operations managers, and anybody else whose job impacts the order-to- cash cycle."—David Schmidt, Principal, A2 Resources Coauthor of Power Collecting: Automation for Effective Asset Management"Enhancing a company's competitive profile is all about giving enough customers the right product, at the right price, at the right time. This author's real-world approach to accomplishing this goal through the prism of receivables management makes this book a must-read for those companies looking to make their mark as an organization that cares about its customers as well as their own need to produce financial results." —Bruce C. Lynn, Managing Director The Financial Executives Consulting Group, LLC"I have worked with John Salek since 1992, both as his client and as a project manager working with his organization. His knowledge of receivables management . . . the technology, the processes, and the formula for success . . . are unsurpassed in the field."—Stephen L. Watts, Manager, Global Receivables (retired) General Electric Medical Systems"Mr. Salek has written a masterpiece on the intricacies and management of the accounts receivable portfolio. I would recommend this book to CFOs, controllers, treasurers, credit managers, and small business owners." —Steve Kozack, Credit Manager Lennox Hearth Products"Written by an author who has been in the trenches and cites actual examples. This is not written in theory, butfrom practice."—Milt Dardis, Collection Consultant Dardis & AssociatesAbstract: Account receivable is the fund that should be received from the purchasing or labor hiring entity for anenterprise 's sale of its commodities or products as well as its providing of labor service. Under the circumstances of market economy, using its credit standing to exert the labor benefaction is an unavoidable business behavior, which may be treated as a major method for enterprises to enlarge its business and raise its market share. However,by the influences of marketplace economic system and project management as well as engineering construction, the Account receivable increases rapidly year by year, so as to make the difficulties in ente rprise 's capital turnover.Those hard situations even made the employees can 't get their fullpay of the salary. By analysis of the cause and the advantages and disadvantages of it, this article introduced some way of how to minimize the Account receivable.关键词key words: 应收账款Account receivable; 工程施工Engineering construction; 合同管理The managementof contracts摘要: 应收账款是企业因销售商品、产品、提供劳务等，应向购货单位或劳务单位收取的款项。
企业应收账款管理问题研究文献
企业应收账款管理问题研究文献对于企业的应收账款管理问题，有很多相关的研究文献可参考。
以下是一些经典的研究文献：1. Lazaridis, I., & Tryfonidis, D. (2006). Accounts receivable management and firm profitability: Empirical evidence from Europe. The Journal of Risk Finance, 7(4), 1-17.此文献研究了应收账款管理对企业盈利能力的影响，并根据欧洲企业的数据提供了实证证据。
2. Deloof, M. (2003). Does working capital management affect profitability of Belgian firms? Journal of Business Finance & Accounting, 30(3-4), 573-588.这篇文章探讨了工作资本管理对比利时企业盈利能力的影响，并提供了实证研究结果。
3. Ngowi, H. A., & Lazaridis, I. (2009). Accounts receivable management and corporate profitability: A case study of Tanzanian firms. The Journal of Risk Finance, 10(5), 428-437.此文献通过对坦桑尼亚企业的案例研究，研究了应收账款管理对企业盈利能力的影响，并提供了相应的实证结果。
4. Filbeck, G., & Krueger, T. (2005). An analysis of working capital management results across industries. Mid-American Journal of Business, 20(2), 11-18.这篇文章分析了不同行业的工作资本管理结果，并提供了相应的研究结果。
2024年财务管理论文英文参考文献
[10]Atkin, C. K. Instrumental utilities and information seeking. New models for mass communication research, Oxford,England: Sage,1973.
[8]Bass, B., Granke, R. Societal influences on student perceptions of how to succeed in organizations. Journal of Applied Psychology, 1972,56(4)，312-318.
[4Casson, M. The economics of family firms [J]. Scandinavian Economic History Review, 1999' 47(1)：10 - 23.
[5]Alchian,A.,Demsetz, H. Production, information costs, and economic organization. American Economic Review [J]. 1972,62(5)： 777-795.
[4]Aragon-Comea, J. A. Strategic proactivity and firm approach to the natural environment. Academy of Management Journal,1998,41(5)，556-567.
《企业应收账款管理国内外文献综述1500字》
企业应收账款管理国内外文献综述1.国外研究现状应收账款管理在财务管理中已是一门比较成熟的研究学科，国外学者对该学科的研究已有100多年的历史经验。
其研究主要从企业风险识别、信用管理、内部流程控制等层面来展开论述。
首先，从企业风险管理角度来看，应收账款的风险管理是应收账款管理过程中的一个重要环节。
Enase Okonedo(2000)基于权变理论对应收账款控制系统和企业的特征关系进行研究后得出应收账款风险管理应该适应企业特征。
Selçuk BUYRUKOĞLU(2019)提出企业的应收账款风险管理工作是一项长期系统的工程，企业要控制应收账款风险需要拥有系统而规范的管理方法并且建立一套全面的风险管理体系。
其次，从信用管理的角度来看，Monika （2017）认为企业应收账款管理水平低的主要成因是企业对信贷政策的管理，对客户进行信用管理不够，在能实现应收账款的事前预防与控制方面存在不足。
Ferrari Franco(2000)在客户信用管理上提出了依据客户的自身能力，分级制定信用额度。
并且企业需要明确授信的审核权限，根据自身情况制定出相应的审批流程。
规模大的企业审批流程要由下而上，依据金额逐级审批，不能直接越级审核。
Natalia Bondarchuk（2016）提出公司应在内部设立专门的信用管理岗位，认真评价客户风险,做好应收账款的风险防范。
再次，从应收账款内部控制角度，Zadoorian Jim(2011)提出针对应收账款管理设立独立管理部门，他认为应收账款管理工作本就是一个动态监管的过程，设立独立的管理部门有利于对应收账款整个过程实施管控。
2.国内研究现状由于国内外市场经济发展背景的差异，国内学者相对国外学者对企业应收账款管理研究起步晚。
但随着我国经济的发展与市场的开放，国内的学者在借鉴西方学者研究的基础上，对应收账款管理研究也日渐完善并取得了一定的经验与成果。
在从企业内部控制的角度对应收账款管理的研究，2008年6月我国在参考与借鉴国外理论与内制制度的基础上，结合国内市场与企业实际情况，印发了《企业内部控制基本规范》，该规范为国内企业内部控制体系的理论指导和指引。
《公司应收账款管理研究国内外文献综述2100字》
公司应收账款管理研究国内外文献综述1 国内文献综述1.应收账款管理问题研究林芳[1]（2016）指出目前应收账款管理存在账务管理不规范、坏账呆账管理不足和无定期对账等问题，然后分别提出了具体的对策：搭建一个账款分离的管理体系来解决账务管理不规范、对对方企业的现金流情况做全面的跟踪调查、制定好赊销审批进度。
朱宏博[2]（2019）探讨了应收账款的风险并将其划分为管理风险和业务风险，又将各类公司、各业务板块风险在“低风险区域”、“竞争风险区域”、“管理危机区域”和“高风险区域”四象限中归纳整理，分别表示管理和业务风险双低、低管理高业务、高管理低业务的和双高风险，对每个区域的不同特征针对性提出改进策略。
赵晓晨[3]（2016）提到当前企业经常以赊销或提供劳务的形式将企业的商品出售给客户，这种形式虽然从某种程度上为企业带来更多的利润，但其背后隐藏的诸多风险应当引起企业的注意。
刘金星、申志阳[4]（2017）认为当前大部分企业应收账款管理现状并不乐观，并且在逐渐增加企业资金运转的难度，企业的财务风险有所增大，进而对企业的健康发展造成影响。
2.应收账款管理对策研究张园、张思洁[5]（2017）提到了家电行业竞争越发激烈，赊销贸易成为主流，并为企业带来便利，赢得市场份额。
但没有科学管控，应收账款便会使流动资金减少，严重的话可导致资金链断裂。
所以这两位笔者建议实施全程管理应收账款：加强事前预警和强化事后监督。
利用将应收账款转为应收票据、证券化以及质押融资等金融手段缓解应收账款问题。
徐德顺、马军海[6]（2018）指出管理好应收账款既有利于加固微观层面经济基础，又能促进宏观层面财务管理。
经过了大量的样本企业研究后，他们证实了我国企业的应收账款普遍有金额庞大、账龄较久、周转期长，逾期率高、流动资产不够支撑经营需要的现象，并建议国家顺时推动金融服务，提高资产配置效益，企业也应该把握好自身应收账款的发展限额，使企业的整体经济效益最大化。
应收账款外文文献
应收账款外文文献-CAL-FENGHAI.-(YICAI)-Company One11.Accounts ReceivableOne of the key factors underlying the growth of the American economy is the trend toward selling goods and services on credit. Accounts receivable comprise the largest financial asset of many merchandising companies.Accounts receivable are relatively liquid assets, usually converting into cash within a period of 30 to 60 days. Therefore, accounts receivable from customers usually appear in the balance sheet immediately after cash and short-term investments in marketable securities.2.UNCOLLECTIBLE ACCOUNTSAccounts receivable are shown in the balance sheet at the estimated collectible amount—called net realizable value. No business wants to sell merchandise on account to customers who will be able to pay. Many companies maintain their own credit departments that investigate the creditworthiness of each prospective customer. Nonetheless, if a company makes credit sales to hundreds—perhaps thousands—of customers, some accounts inevitably will turn out to be uncollectible.A limited amount of uncollectible accounts is not only expected—it is evidence of a sound credit policy. If the credit department is overly cautious, the business may lose many sales opportunities by rejecting customers who should have been considered acceptable credit risks.3.THE ALLOWANCE FOR DOUBTFUL ACCOUNTSThere is no way of telling in advance which accounts receivable will prove to be uncollectible. It is therefore not possible to credit the accounts of specific customers for our estimate of probable uncollectible accounts. Neither should we credit the Accounts Receivable control account in the general ledger. If the Accounts Receivable control accounts were to be credited with the estimated amount of doubtful accounts, this control account would no longer be in balance with the total of the numerous customers’ accounts in the subsidiary ledger. A practical alternative therefore is to credit a separate account called Allowance for Doubtful Accounts with the amount estimated to be uncollectible.The Allowance for Doubtful Accounts often is described as a contra-asset account or a valuation account. Both of these terms indicate that the Allowance for Doubtful Accounts has a credit balance, which is offset against the asset Accounts Receivable to produce a more useful and reliable measure of a company’s liquidity. Because the Allowance for Doubtful Accounts is merely an estimate and not a precise calculation, professional judgment plays a considerable role in determining the size of this valuation account.Monthly Adjustment of the Allowance Account In the adjusting entry made by World Famous Toy Co. at January 31, the amount of the adjustment ($10,000) was equal to the estimated amount of uncollectible accounts. This is true only because January was the first month of operations and this was the company’s first estimate of its uncollectible accounts. In future months, the amount of the adjusting entry will depend on two factors: (1) the estimate of uncollectible accounts and (2) the current balance in the Allowance for Doubtful Accounts. Before we illustrate the adjustingentry for a future month, let us see why the balance in the allowance account may change during the accounting period.WRITING OFF AN UNCOLLECTIBLE ACCOUNT RECEIVABLEWhenever an account receivable from a specific customer is determined to be uncollectible, it no longer qualifies as an asset and should be written off. To write off an account receivable is to reduce the balance of the customer’s account to zero. The journal entry to accomplish this consists of a credit to the Accounts Receivable control account in the general ledger (and to the customer’s account in the subsidiary ledger) and an offsetting debit to the Allowance for Doubtful Accounts.To illustrate, assume that, early in February, World Famous Toy Co. learns that Discount Stores has gone out of business and that the $4,000 account receivable from this customer is now worthless. The entry to write off this uncollectible account receivable is:Allowance for Doubtful Accounts………………… 4,000Accounts Receivable (Discount Stores)…………………… 4,000To write off the account receivable from Discount Stores as uncollectible.The important thing to note in this entry is that the debit is made to the Allowance for Doubtful Accounts and not to the Uncollectible Accounts Expense account. The estimated expense of credit losses is charged to the Uncollectible Accounts Expense account at the end of each accounting period. When a specific account receivable is later determined to be worthless and is written off, this action does not represent an additional expense but merely confirms our previous estimate of the expense. If the Uncollectible Accounts Expense account was first charged with estimated credit losses and then later charged with proven credit losses, we would be double-counting the actual uncollectible accounts expense.Notice also that the entry to write off an uncollectible account receivable reduces both the asset account and the contra-asset account by the same amount. Thus writing off an uncollectible account does not change the net realizable value of accounts receivable in the balance sheet.INTERNAL CONTROLS FOR RECEIVABLESOne of the most important principles of internal control is that employees who have custody of cash or other negotiable assets must not maintain accounting records. In a small business, one employee often is responsible for handing cash receipts, maintaining accounts receivable records, issuing credit memoranda, and writing off uncollectible accounts. Such a combination of duties is an invitation to fraud. The employee in this situation is able to remove the cash collected from a customer without making any record of the collection. The next step is to dispose of the balance in the customer’s account. This can be done by issuing a credit memo indicating that the customer has returned merchandise, or by writing off the customer’s account as uncollectible. Thus the employee has the cash, the customer’s account shows a zero balance due, and the books are in balance.In summary, employees who maintain the accounts receivable subsidiary ledger should not have access to cash receipts. The employees who maintain accounts receivable or handle cash receipts should not have authority to issue creditmemoranda or to authorize the write-off of receivables as uncollectible. These are classic examples of incompatible duties.MANAGEMENT OF ACCOUNTS RECEIVABLEManagement has two conflicting objectives with respect to the accounts receivable. On the one hand, management wants to generate as much sales revenue as possible. Offering customers lengthy credit terms, with little or no interest, has proven to be an effective means of generating sales revenue.Every business, however, would rather sell for cash than on account. Unless receivables earn interest, which usually is not the case, they are nonproductive assets that produce no revenue as they await collection. Therefore, another objective of cash management is to minimize the amount of money tied up in the form of accounts receivable.Several tools are available to a management that must offer credit terms to its customers yet wants to minimize the company’s investment in accounts receivable. We have already discussed offering credit customers cash discounts (such as 2/10,n/30) to encourage early payment. Other tools include factoring accounts receivable and selling to customers who use national credit cards.。
2017应收账款参考文献
2017应收账款参考文献应收账款(Accounting Receivable，简称AR)，该账户核算企业因销售商品、材料、提供劳务等，[1]应向购货单位收取的款项，以及代垫运杂费和承兑到期而未能收到款的商业承兑汇票。
下面是小编为大家整理的应收账款论文参考文献，希望对大家有帮助。
应收账款论文参考文献一：[1]夏天.资本结构理论发展历程述评[J].商业时代.2014(09)[2]黄正辉，谢智勇.上市公司资本结构影响因素的实证分析--以我国房地产业为例[J].上海管理科学.2013(03)[3]刘文海.我国旅游业发展研究[J].中国市场.2012(24)[4]袁旭.工程建设项目投资风险分析与防范措施研究[D].对外经济贸易大学2007[5]倪仁泉.中小房地产企业融资模式研究[D].对外经济贸易大学2007[6]马新晖.关于降低机械制造成本的方法研究[D].对外经济贸易大学2007[7]钟利红.新会计准则对财务分析影响的研究[D].对外经济贸易大学2007[8]张慧.中国旅游上市公司经济效益分析[J].长春理工大学学报(社会科学版).2011(11)[9]高金霞，时学成，王道保.基于行业视角的我国上市公司资本结构影响因素分析[J].经济论坛.2010(07)[10]梁伟华.旅游业的资本结构分析[J].现代经济信息.2009(24)[11]叶蓓，袁建国.企业投资的行为公司财务研究综述[J].会计研究.2007(12)[12]陈德萍，曾智海.资本结构与企业绩效的互动关系研究--基于创业板上市公司的实证检验[J].会计研究.2012(08)[13]张晓明，周春梅.我国旅游业上市公司现状分析及发展对策研究[J].西北大学学报(哲学社会科学版).2004(06)[14]霍守花，陆林.旅游上市公司资本结构与经营绩效关系的实证研究[J].安徽师范大学学报(自然科学版).2013(01)[15]宋卫俊.旅游企业劳资冲突的发生机制与对策研究[D].燕山大学2014[16]孙洁.花卉旅游的游客感知价值及开发策略研究[D].新疆农业大学2014[17]王元元.大数据背景下旅行社虚拟价值链模型研究[D].浙江工商大学2015[18]富琳桦.基于非物质文化遗产传承的旅游纪念品开发[D].华东理工大学2015[19]霍欣.我国旅游业上市公司资本结构影响因素的实证研究[D].对外经济贸易大学2014[20]朱彦慧.杨家埠民间艺术大观园管理模式研究[D].西安石油大学2014[21]李楠楠.中国旅游类上市公司对区域经济发展的效应分析[D].燕山大学2014应收账款论文参考文献二：[1]高阳.非法集资的入罪及合法民间借贷的法律规制[D].华东政法大学2014[2]张文江.独立担保制度法律分析[J].山西农业大学学报(社会科学版).2009(05)[3]李振.浅析独立担保在我国的发展[J].陕西青年职业学院学报.2009(03)[4]谢婧.金融危机背景下国际贸易结算方式的选择[J].现代金融.2009(03)[5]陈大艳.福费廷业务发展新趋势研究[J].科技情报开发与经济.2008(17)[6]孙超.论未来应收账款的转让融资[J].北京工业大学学报(社会科学版).2008(02)[7]艾万泽.我国商业银行发展福费廷业务研究[D].西南财经大学2006[8]李然.论福费廷业务在我国商业银行的发展[D].中国社会科学院研究生院2003[9]刘桂丽.浅析承认独立担保国内效力的必要性[J].淮北煤炭师范学院学报(哲学社会科学版).2009(03)[10]王春华.福费廷业务研究[D].东北财经大学2003[11]王慧.我国商业银行大力开展福费廷业务的对策[J].商场现代化.2008(02)[12]戴佳倩.福费廷业务的基本法律问题[J].重庆科技学院学报(社会科学版).2007(04)[13]庄乐梅.在金融危机中看金融创新[J].金融博览.2009(07)[1]黄斌，着.国际保理[M].法律出版社，2006[14]陈辞.商业银行非标准化债权融资业务立法基本问题[D].华东政法大学2014[15]蒋军平.建设工程优先权的行使[D].华东政法大学2014[16]刘海蓉.应收帐款转让制度之比较研究[J].洛阳师范学院学报.2006(06)[17](美)A.L.科宾(ArthurLintonCorbin)着，王卫国等译.科宾论合同[M].中国大百科全书出版社，1998应收账款论文参考文献三：[1]莫大卫.上海通用汽车供应链绿色绩效评估与改进[D].东北大学2012[2]姜家华.论企业客户关系管理[J].企业家天地下半月刊(理论版).2009(05)[3]郭军.加强客户关系管理增强企业竞争力[J].现代商业.2009(12)[4]李景然.我国商业银行个人客户分层管理研究[D].上海外国语大学2014[5]孙妍.网上银行客户忠诚度影响因素研究[D].哈尔滨工程大学2009[6]巨建辉.航天六院动力厂客户关系管理研究[D].天津大学2009[7]伍劲峰.中小企业型客户关系管理[D].武汉大学2005[8]李丛伟.基于知识管理的客户关系管理研究[D].华中师范大学2007[9]戴智.唐山联通3G服务客户忠诚度的研究[D].吉林大学2012[10]咸晓静，李乃和.客户关系管理理论与实践的演变：同步发展[J].市场营销导刊.2008(04)[11]杨俐.客户沟通在客户关系管理中的应用[J].合作经济与科技.2009(08)[12]陈炯，谢凤华.企业客户关系管理现状及对策研究[J].经济研究导刊.2009(06)[13]袁杰，张佳.新时期下的客户关系管理[J].商场现代化.2009(04)[14]时潮.HH公司钢材进销存系统的设计与开发[D].东北大学2011[15]李思聪，陈尚松，俞欢军.基于J2EE的客户关系管理系统的设计与实现[J].工业控制计算机.2008(11)[16]高妤.以财务为中心的NE物流信息系统设计与开发[D].东北大学2011[17]扶明信.首钢ERP销售与分销子系统优化项目的管理研究[D].东北大学2012[18]熊岩.高职院校人才培养成本研究[D].东北大学2009[19]葛文明.宝钢南方区域工贸一体化软件项目开发进度管理[D].东北大学2011。
应收账款管理外文文献
pay these accounts, the firm receives the cash associated with the original sale. If
well as changes in credit policy in order to improve its income and profitability
and establish a credit policy that results in the greatest net profitability.
the customer does not pay an account, a bad debt loss is incurred
1
.
When a credit sale is made, the following events occur: inventories are
reduced by the cost of goods sold, accounts receivable are increased by the sales
benefits of changes in credit policy, determine the independent variables which
have an impact on net savings and establish a relationship among them in order
represent a significant part of short-term financial management. Firms typically
应收账款管理外文文献
应收账款管理外文文献MANAGEMENT OF ACCOUNTS RECEIVABLEIN A COMPANYAbstractAccounts receivable management directly impacts the profitability of a company. Firstly, the purpose of the empirical part of the study is to analyze accounts receivable and to demonstrate a correlation between the accounts receivable level and profitability expressed in terms of Retun on Assets (ROA) of sample companies. Secondly, the aim of theoretical research is to explore cost and benefits of changes in credit policy, determine the independent variables which have an impact on net savings and establish a relationship among them in order to develop a new mathematical model for calculating net savings following a revision of credit policy. On the basis of research result, a mathematical model for calculating net savings and following a revision of credit policy, has been developed and with this model a company can consider different credit policies as well as changes in credit policy in order to improve its income and profitability and establish a credit policy that results in the greatest net profitability. Keywords: accounts receivable, profitability, net savings, credit policy21EKON. MISAO PRAKSA DBK. GOD XXII. (2013.) BR. 1. (21-38) Kontuš, E.: MANAGEMENT OF ACCOUNTS... 1. INTRODUCTIONAccounts receivable is the money owed to a company as a result of having sold its products to customers on credit. The primary determinants of the company's investment in accounts receivable are the industry, the level of total sales along with the company's credit and the collection policies.Accounts receivable management includes establishing a credit and collections policy.Credit policy consists of four variables: credit period, discounts given for early payment, credit standards and collection policy. The three primary issues in accounts receivable management are to whomcredit should be extended, the terms of the credit and the procedurethat should be used to collect the money.The major decision regarding accounts receivable is thedetermination of the amount and terms of credit to extend to customers. The total amount of accounts receivable outstanding at any given time is determined by two factors: the volume of credit sales and the average length of time between sales and collections. The credit terms offered have a direct bearing on the associated costs and revenue to be generated from receivables. If credit terms are tight, there will be less of an investment in accounts receivable and fewer bad debt losses, but there will also be lower sales and reduced profits.We hypothesize that by applying scientifically-based accounts receivable management and by establishing a credit policy that resultsin the highest net earnings, companies can earn a satisfactory profit as well as a return on investment.The purpose of this study is to determine ways of finding an optimal accounts receivable level along with making optimum use of different credit policies in order to achieve a maximum return at an acceptable level of risk. In striving to fill in the gaps relating to net savings from changes in credit policy, the study makes its own contribution to research and thereby to managers by giving them general recommendation. With the aim of completing these gaps, the study will investigate accounts receivables, their management and explore costs and benefits from changes in credit policy as well as net profitability.When a company is considering changes in its credit policy in order to improve its income, incremental profitability must be compared with the cost of discount and the opportunity cost associated with higher investment in accounts receivable.The outcome represents a new mathematical model for calculating net savings from changes in credit policy and with this model a company can consider different credit policies as well as changes in credit policyin order to improve its income and profitability.22EKON. MISAO PRAKSA DBK. GOD XXII. (2013.) BR. 1. (21-38) Kontuš, E.: MANAGEMENT OF ACCOUNTS... 2. LITERATURE REVIEW2.1. Accounts receivable managementAccounts receivable represents a sizable percentage of most firms' assets. Investments in accounts receivable, particularly for manufacturing companies, represent a significant part of short-term financial management. Firms typically sell goods and services on both cash and a credit basis. Firms would rather sell for cash than on credit, but competitive pressures force most firms to offer credit. Theextension of trade credit leads to the establishment of accounts receivable. Receivables represent credit sales that have not been collected. As the customers pay these accounts, the firm receives the cash associated with the original sale. If the customer does not pay an account, a bad debt loss is incurred1 When a credit sale is made, the following events occur:inventories are . reduced by the cost of goods sold, accounts receivable are increased by the sales price, and the difference is profit, which is added to retained earnings. If the sale is for cash, then the cash from the sale has actually been received by the firm, but if the sale is on credit, the firm will not receive the cash from the sale unless anduntil the account is collected. Carrying receivable has both direct and indirect costs, but it also has an important benefit-increased sales.According to Chambers and Lacey there are three primary issues inthe2 management of accounts receivable: to whom to extend credit, what the terms of the credit should be, and what procedure should be used to collect the money. Extending credit should be based upon a comparison ofcosts and benefits. The analysis must build in uncertainty because weare uncertain of future payment, and we will handle this by computingthe expected costs and expected benefits through payment probabilities. The potential cost of extending credit is that the customer will not pay. Although there is a temptation to compute this cost as the full price of the product, it is almost always more appropriate to use the actual cost of the product. The potential benefit of extending credit is not justthe hope for profit on the one transaction; rather, it is the potential value of the customer for a long-term relationship.The decision of how much credit to offer must be made when the customer initially requests credit and when the customer requests additional credit. The fundamental principle that guides financial decisions can be used: marginal benefit versus marginal cost. The marginal cost is the additional potential lost costs of the product. The costs of past uncollected sales are sunk costs and should not beincluded as a marginal costs. The marginal benefits are the potential sales and 1 Pinches, G.: Financial Management, Harper Collins College Publishers, New York, 1994., p. 701-702. 2 Chambers, D. R., Lacey, N. L.: Modern Corporate Finance, Hayden McNeil Publishing, Michigan, 2011, p. 518.23EKON. MISAO PRAKSA DBK. GOD XXII. (2013.) BR. 1. (21-38) Kontuš, E.: MANAGEMENT OF ACCOUNTS... interest revenues – including the potentialto recover past sales that remain 3 uncollected .Once the decision to grant credit has been made, the firm must establish the terms of the credit. Credit terms are often separated into two parts: the credit period and the credit discount.Collection of accounts receivable is an important process for a corporation and requires a well-designed and well-implemented policy. One technique is the factoring of accounts receivables. In a typical factoring arrangement, one firm will sell their accounts receivable outright to another firm for an agreed-upon price. There ia usually no recourse in such transactions, such that the buyer (also known as the factor) takes the loss if the purchaser of the goods does not ultimately pay for them.Another technique to expedite the receipt of accounts receivable is to utilize lock boxes. Lock boxes are payment collection locations spread geographically so as to reduce the amount of time required for checks mailed to the firm to be deposited and cleared. The lock boxes are typically post office box addresses from which deposits go directly to a bank on the day of receipt. The reduction of mailing time and check clearing time for the banks can produce significant savings when large sums of money are involved.Payments of accounts receivable should be closely monitored todetect potential problems such as would be indicated by slow payments. Following up on slow-paying customers is an important function of the credit department. Procedures should be carefully developed and consistently implemented4.The major decision regarding accounts receivable is thedetermination of the amount and terms of credit to extend to customers. The total amount of accounts receivable is determined by two factors: the volume of credit sales and the average length of time between sales and collections. The credit terms offered have a direct bearing on the associated costs and revenue to be generated fromreceivables. In evaluating a potential customer’s ability to pay, consideration should be given to the firm’s integrity, financia l soundness, collateral to be pledged, and current economic conditions. A customer’s credit soundness may be evaluated through quantitative techniques such as regression analysis. Bad debt losses can be estimated reliably when a company sells to many customers and when its credit policies have not changed for a long period of time. In managing accounts receivable, the following procedures are recommended: establish a credit policyestablish a policy concerning billingestablish a policy concerning collection.3 Ibidem, p. 520.4 Ibidem, p. 521-522 .24EKON. MISAO PRAKSA DBK. GOD XXII. (2013.) BR. 1. (21-38) Kontuš, E.: MANAGEMENT OF ACCOUNTS...The establishment of a credit policy can include the following activities:A detailed review of a pote ntial customer’s soundness should bemadeprior to extending credit. Procedures such as a careful review ofthecustomer’s financial statements and credit rating, as well as areview offinancial service reports are common.As customer financial health changes, credit limit should be revised.Marketing factors must be noted since an excessively restrictedcreditpolicy will lead to lost sales.The policy is financially appropriate when the return on theadditionalsales plus the lowering in inventory costs is greater than the incremental 5 cost associated with the additional investment in accounts receivable .The following procedures are recommended in establishing a policy concerning billing:Customer statements should be sent within 1 day subsequent to thecloseof the period.Large sales should be billed immediately.Customers should be invoiced for goods when the order is processed rather than when it is shipped.Billing for services should be done on an interim basis or immediatelyprior to the actual services. The billing process will be more uniform ifcycle billing is employed.The use of seasonal dating’s should be considered.In establishing a policy concerning collection the following procedures should be used:Accounts receivable should be aged in order to identify delinquent andhigh-risk customers. The aging should be compared to industry norms.Collection efforts should be undertaken at the very first sign of customer 6 financial unsoundness .2.2. Managing the credit policyThe success or failure of a business depends primarily on the demand for its products.5 Shim, J. K., Siegel, J. G.: Financial Management, Third edition, Mc Graw Hill, New York, 2007,p. 107-108.6 Ibidem, p. 108 .25EKON. MISAO PRAKSA DBK. GOD XXII. (2013.) BR. 1. (21-38) Kontuš, E.: MANAGEMENT OF ACCOUNTS...The major determinants of demand are sales prices, product quality, advertising, and the company’s credit policy. The financial manager isresponsible for administering the company’s credi t policy. Receivables management begins with the credit policy. Credit policy consists of four major components: credit standards, credit terms, the credit limit and collection procedures.Credit standards refer to the required financial strength of acceptable credit customers.Based on financial analysis and non financial data, the credit analyst determines whether each credit applicant exceeds the credit standard and thus qualifies for credit. Lower credit standards boost sales, but also increase bad debts. The minimum standards a customer must meet to be extended credit are: character, capital, capacity, conditions and collateral.The credit period, stipulating how long from the invoice the customer has to pay, and the cash discount together comprise theseller’s credit terms. A company’s credit terms are usually very similar to that of other companies in its industry7.Discounts given for early payment include the discount percentage and how rapidly payment must be made to qualify for the discount.If credit is extended, the dollar amount that cumulative credit purchases can reach for a given customer constitutes that customer’s credit limit. The customer periodically pays for credit purchases, freeing up that amount of the credit limit for further orders. The two primary determinants of the amount of a customer’s credit limit are requirements for the supplier’s products and the ability of thecustomer to pay its debts. The latter factor is based primarily on the customer’s recent payment record with t he seller and others and a review and analysis of the customer’s most recent financial statements8 Detailed statements regarding when and how the company will carry out . collection of past-due accounts make up the company’s collection procedures. These policies specify how long the company will wait past the due date to initiate collection efforts, the methods of contact with delinquent customers, and whether and at what point accounts will be referred to an outside collection agency .9 Collection policy is measured by its toughness or laxity in attempting to collect on slow-paying accounts. A tough policy may speed up collections, by it might also anger customers, causing them to take their business elsewhere .10 7 Maness, T. S., Zietlow, J. T.: Short-Term Financial Management, Third Edition, Thomson South- Western, Ohio, 2005, p. 139. 8 Ibidem, p. 139 . 9 Ibidem, p. 141 . 10 Brigham, E. F., Daves, P. R.: Intermediate Financial Management, 8th edition, Thomson South- Western, Ohio, 2004., p. 715 .26EKON. MISAO PRAKSA DBK. GOD XXII. (2013.) BR. 1. (21-38) Kontuš, E.: MANAGEMENT OF ACCOUNTS...A firm may liberalize its credit policy by extanding full credit to presently limited credit customers or to non-credit customers. Fullcredit should be given only if net profitability occurs. A financial manager has to compare the earnings on sales obtained to the added cost of the receivables. The additional earnings represent the contribution margin on the incremental sales because fixed costs are constant. The additional costs on the additional receivables result from the greater number of bad debts and the opportunity cost of tying up funds in receivables for a longer time period.If a firm considers offering credit to customers with a higher-than-normal risk rating, the profitability on additional sales generated must be compared with the amount of additional bad debts expected, higher investing and collection costs, and the opportunity cost of tying up funds in receivables for a longer period of time. When idle capacity exists, the additional profitability represents the incremental contribution margin (sales less variable costs) since fixed costs remain the same.3. RESEARCH3.1. MethodologyThis paper presents results from the empirical research undertakenon a representative sample of Croatian companies with the aim of exploring their receivables, accounts receivables and, finally, explore changes in credit policy especially costs and benefits as well as net profitability from changes in credit policy.The empirical research was based on a sample of randomly selected companies in the Republic of Croatia. The analyzed sample comprises 60 large companies and 60 medium-sized companies.We analyzed the structure of receivables used by sample companies in the Republic of Croatia in 2010, accounts receivable ratios along with a dependence between accounts receivable levels and profitability. Using methods from statistics, we investigated whether there was a relation between accounts receivable ratios and profitability expressed in terms of return on assets. To improve the quality of analysis and descriptive statistics analysis, we used financial ratios.Our body of data includes: receivables levels, accounts receivable divided by current assets, accounts receivable divided by total assets and Return on Assets (ROA).We also analyzed costs and benefits from changes in credit policy as well as net earnings from changes in credit policy. The independent variables which determine net earnings from revising the credit policy have been selected and the relations between them have been defined. On the basis of research results,we27EKON. MISAO PRAKSA DBK. GOD XXII. (2013.) BR. 1. (21-38) Kontuš, E.: MANAGEMENT OF ACCOUNTS... have introduced a new model for calculating net earnings from changes in credit policy which is a system of mathematical equations.3.2. Results of analysisWe analyzed the structure of receivables used by sample companies in 2010, accounts receivable ratios along with a dependence between accounts receivable levels and profitability as well as changes incredit policy. 3.2.1. Structure of receivables used by Croatian companiesThe structure of receivables in sample companies in 2010 has been analyzed and presented in Table 1.Table 1Structure of receivables in Croatian companies in 2010(in 000 kuna)Company Large % Medium-sized %Receivables companies companiesReceivables from related 1.830.931,10 17,55 75.853,34 7,97 parties Accounts receivables 7.134.284,13 68,37 681.804,04 71,62 Receivables from 24.579,02 0,24 9.139,85 0,96 employees andshareholdersReceivables from 498.062,56 4,77 47.780,24 5,02 government and otherinstitutionsOther receivables 946.220,10 9,07 137.323,15 14,43 Total receivables 10.434.076,91 100,00 951.900,62 100,00 Source: Author's calculationsAnalysing the structure of receivables of sample large and medium-sized companies it can be seen that they mainly invest in accounts receivables. The share of accounts receivables in total receivables is the highest and it amounts to 68,37% of total receivables for large companies and 71,62% for medium-sized companies under review.28EKON. MISAO PRAKSA DBK. GOD XXII. (2013.) BR. 1. (21-38) Kontuš, E.: MANAGEMENT OF ACCOUNTS...The shares of receivables from related parties, receivables from employees, receivables from government and other institutions as well as other receivables together amount to 31,63% of total receivables for large companies and 28,38% for medium-sized companies under review. The funds invested in a given receivable category may change daily, and require close scrutiny. As the shares of these receivables amount to0.24 % to 17.55% of total receivables for sample large companies and from 0.96 % to 14.43% for sample medium-sized companies, consideration should be given to the company's accounts receivables and their management.3.2.2. Analysis of accounts receivables used by Croatian companiesInvestments in accounts receivables in sample large and medium-sized companies in 2010 have been analyzed by using financial indicators and presented in Table 2.Table 2Accounts receivable ratios of Croatian companies in 2010Large Medium-sized % Companies Ratio % companies companiesAccounts receivable/current assets ratioUp to 10% 12 20,00 9 15,00 Between 10 and 20% 12 8 13,33 20,00 Between 20 and 30% 13 21,67 20 33,33 Between 30 and 40% 8 13,33 6 10,00 Between 40 and 50% 7 11,67 3 5,0016,67 Over 50% 12 20,00 10Total 60 100,00 60 100,00 Accounts receivable/ totalassets ratioUp to 10% 40 66,67 35 58,33 Between 10 and 20% 8 13,33 12 20,00 Between 20 and 30% 4 6,67 7 11,67 Between 30 and 40% 5 8,33 4 6,67 Between 40 and 50% 2 3,33 0 0,001 2 Over 50% 1,67 3,33 Total 60 100,00 60 100,00 Source: Author's calculations29EKON. MISAO PRAKSA DBK. GOD XXII. (2013.) BR. 1. (21-38) Kontuš, E.: MANAGEMENT OF ACCOUNTS...The most surveyed large companies (21,67%) and medium-sized companies (33,33,%) have a share of accounts receivable in current assets between 20 and 30% .The share of accounts receivable in current assets amounts to 10%for 20% of surveyed large companies and for 15% of surveyed medium-sized companies.The share of accounts receivable in current assets amounts to between 10 to 20% for 13,33% of surveyed large companies and for 20% of surveyed medium-sized companies.Consequently, the share of accounts receivable in current assets amounts to 30% for 55% of surveyed large companies and for 68,33% of surveyed medium-sized companies.The most surveyed large companies (66,67%) and medium-sized companies (58,33,%) have a share of accounts receivable in total assets up to 10%. The share of accounts receivable in total assets amounts to20% for 80% of surveyed large companies and for 78,33% of surveyed medium-sized companies.The lower accounts receivable ratios may indicate that average investment in accounts receivable is unsuitable and the company's credit policy is too stringent, with the company failing to tap into the potential for profit through sales to customers in higher risk classes.A stringent credit policy might result in a loss of business.Investment in accounts receivable represents the cost tied up in those receivables, including both the cost of the product and the cost of capital. Before revising its credit policy, a company has to weigh the profit potential against the risk inherent in selling to more marginal customers. The profitability on additional sales generated must be compared with the amount of additional bad debts expected, higher investment and collection costs, along with the opportunity cost oftying up funds in receivables for a longer period of time.3.2.3. Relation between accounts receivable level and profitabilityWe investigated whether there was a relation between the accounts receivable level, which compared accounts receivable to current assets, and profitability and analyzed the dependence between accounts receivable level and profitability. We hypothesize that there may be a positive correlation among them coupled with the fact that an increase of accounts receivable triggers an increase of profitability expressed in terms of return on assets.The level of accounts receivables expressed in terms of ratios and return on assets in large and medium-sized sample companies in the Republic of Croatia in 2010 has been analyzed as seen in Table 3.30EKON. MISAO PRAKSA DBK. GOD XXII. (2013.) BR. 1. (21-38) Kontuš, E.: MANAGEMENT OF ACCOUNTS...Table 3 Descriptive statistics of accounts receivable ratio and return on assets in Croatiancompanies in 2010Large Medium-sized Companies companies companiesAccounts receivable/current assets ratioArithmetic mean 25,51 23,0918,77 19,69 Standard deviation73,58 85,28 Coefficient of variationReturn on assetsArithmetic mean 0,03 0,02Standard deviation 0,08 0,06Coefficient of variation 278,23 326,82Correlation coefficient 0,34 0,44Source: Author's calculationsThe average value of accounts receivable/current assets ratio for large companies during the observed period is 25,51, while the average value of Return On Assets (ROA) is 0.03. The standard deviation of accounts receivable/current assets ratio for large companies (18,77) is higher compared to the standard deviation of ROA (0,08).The largest standard deviation has been noted with the accounts receivable/current assets ratio for large companies and shows how widely members of a related group diverge from the average. Coefficient of variation for ROA is 278,23 and shows that a relative dispersion is significant. Coefficient of variation for ROA is higher than for accounts receivable/current assets ratio and shows that the variability of ROA is higher than the variability of accounts receivable/current assets ratio for large companies. The correlation coefficient for large companies is 0,34 which confirms that the correlation between accounts receivable/current assets ratio and ROA is positive and weak. The positive correlation between variables accounts receivable/current assets ratio and ROA may be an indication that a change in the accounts receivable level is associated with an equivalent change in the value of the return on assets.The average value of accounts receivable/current assets ratio for medium- sized companies during the observed period is 23,09 , while the average value of Return On Assets (ROA) is 0,02. The standard deviationof accounts receivable/current assets ratio for medium-sized companies (19,69) is higher compared to the standard deviation of ROA (0,06). Coefficient of variation for return on assets is 326,82 and shows that a relative dispersion is great. The coefficient of variation for accounts receivable/current assets ratio is lower than coefficient of variation for ROA and shows that consistency of accounts31EKON. MISAO PRAKSA DBK. GOD XXII. (2013.) BR. 1. (21-38) Kontuš, E.: MANAGEMENT OF ACCOUNTS... receivable/current assets ratio is higher than consistency of ROA for medium- sized companies. The correlation coefficient for medium-sized companies is 0,44 which confirms that the return on assets is correlated positively and weakly with the accounts receivable/current assets ratio, thus suggesting that an increase in the level of accounts receivable triggers an increase in return on assets.The positive correlation between variables accounts receivable and ROA means that as values of accounts receivable expressed in terms of accounts receivable/current assets ratio increase, the values on the return on assets tend to increase in a predictable manner.We confirm that during the observed period the correlation between variables accounts receivable expressed in terms of accountsreceivable/current assets ratio and return on assets for Croatian sample companies is positive and an increase in the level of accounts receivable triggers an increase of profitability expressed in terms of return on assets.Accounts receivable management directly impact on the profitability of the company. In accounts receivable management, a financial manager should consider that there is a opportunity cost associated with holding receivable balances. As the credit terms offered have a direct bearing on the associated costs and revenue to be generated from accounts receivables, the increased salesandhigher investment in accounts receivable can increase revenue and profits, but they will also increase opportunity costs and cause additional bad debt losses. In order to minimize bad debt losses, a detailed review of a customer's credit worthiness should be made prior to giving or extending credit to customers and collection efforts should be undertaken at the very first sign of customer financial instability.3.2.4. Managing the credit policyA company should revise its credit policy by giving credit to more marginal customers or non-credit customers. Before revising its credit policy, a company has to weigh the profit potential against the risk inherent in selling to more marginal customers. Credit should be given only if net profitability occurs. A financial manager should compare the earnings on sales obtained to the added cost of the receivables. The additional earnings occurs because fixed costs are constant. The additional cost on the additional receivables results from the greater number of bad debts and the opportunity cost of tying up funds in receivables for a longer time period.。
外文-应收账款相关材料(有翻译)
The term receivables refer to amounts due from individuals and companies. Receivables are claims that are expected to be collected in cash. The management of receivables is a vary important activity for any company that sells goods on credit. Receivables are important because they represent one of a company’s most liquid assets. For many companies receivables are also one of the largest assets.Receivables这个单词是指应收账款欠款的个人和公司。
应收账款是指预计将收集到的现金。
应收款的管理对任何一个通过信贷方式销售货物的公司而言都是一项重要的活动。
应收款很重要的，因为他们代表一个公司的最具流动性的资产。
对于许多公司而言，应收账款也是其中最大的资产之一。
Management Receivables应收账款的管理Receivables are a significant asset on the many books. As a consequence, companies must pay close attention to their receivables balances and manage them carefully.应收款是在很多书籍中都表明是一项很重要的资产。
因此，企业必须密切关注其应收款余额并且进行谨慎的管理。
Managing accounts receivables involves five steps:1.Determine to whom to extend credit2.Establish a payment period3.Monitor collections4.Evaluate the receivables balances5.Accelerate cash receipts from receivables when necessary应收账款的管理可分为五步来进行：1.决定谁可以提供信贷2.建立付款期限3.监测收回4.评价应收账款余额5.必要时加快应收账款的现金收回Extending Credit提供信贷A critical part of managing receivables is determining who should be extended credit and who should not. Many companies increase sales by being generous with their credit policy, but they may end up extending credit to risky customers who do not pay. If the credit policy is too tight, you will lose sales; If it is too loose, you may sell to “deadbeats” who will pay either very late or not at all. One CEO noted that prior to getting his credit and collection department in order, his salespeople had 300 square feet of office space per person, while the people in credit and collections had six people crammed into a single 300-square-foot space. Although this arrangement boosted sales, it had vary expensive consequences in bad debts expense.应收账款管理中一个决定性的部分就是确定谁应扩大信贷，谁不应该扩大。
财务报表分析论文英文参考文献(精选94个最新)
随着资本市场的火热发展，财务报表分析也成为了当今炙手可热的话题。
投资者通过对企业财务报表的会计资料进行分析，可以了解识别企业的优劣，预测企业的未来以及企业的经营业绩，为决策提供有用的信息。
下面是搜索整理的财务报表分析论文英文参考文献，欢迎借鉴参考。
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企业应收账款管理外文文献及翻译
企业应收账款管理摘要：应收账款管理直接影响公司的盈利能力。
首先，本文样本公司实证研究的一部分，目的是分析应收账款和证明应收账款水平和盈利能力在资产收益表现之间的相关性。
其次，理论研究的目的是探索信贷政策变化的成本和收益，确定影响净储蓄的独立变量，并建立了它们之间的关系，以开发一个新的数学模型，计算修订后的信贷政策的净储蓄。
在研究结果的基础上，我们已经开发出一个数学模型，用于计算净储蓄和信贷政策的修订。
根据此模型，公司可以根据信贷政策的变化考虑不同的信贷政策，以提高其收入和盈利能力，建立信贷政策，最终获取最大净利润。
关键词：应收账款、盈利能力、净储蓄、信贷政策1．概述应收账款是因其将产品销售给客户而欠公司的钱。
公司投资的主要决定因素是在行业总销售额随着公司的信用和收集政策的水平时应收账款数目。
应收账款管理包括建立信用和收款政策。
信贷政策包括四个变量：信用期，早期付款，信用标准和征收政策的折扣。
应收账款管理中的三个主要问题是：信用证应扩展，信用证的条款和应用于收款的程序。
应收账款的主要决定是对信用额度的确定和对客户的信用额度的确定。
在任何特定时间内的应收账款总额是由两个因素决定的：信用销售数量和销售和收集的平均时间长度。
信用证的条款直接关系到相关的成本和收入，以产生从应收款。
如果信贷条件紧张，应收账款和坏账损失少的投资将减少，但销售额和利润的减少也会减少。
我们假设，通过应用科学的应收账款管理，并通过建立一个信贷政策来获取最高的净利润，公司可以获得利润最大化，以及投资回报率最大化。
本研究的目的是确定如何找到一个最佳的应收账款的水平，并利用不同的信贷政策，在一个可以接受的风险水平以达到最大的回报。
这项研究致力于努力填补信贷政策变化的净储蓄的差距，并由此对管理者提出一些建议。
文诶了实现这些差距的目的，本研究将调查应收账款的管理和探索的成本和收益信贷政策以及净利润的变化。
如果一家公司正在考虑改变其信贷政策来提高其收入，增量盈利能力必须与折扣和机会成本相比较，应收账款投资和相关的机会成本的关系。
应收账款外文参考文献
应收账款外文参考文献应收账款（Accounts Receivable）是指企业向客户出售商品或提供服务，而尚未收到与之相应的货款或费用时，对客户的债权关系。
应收账款对企业的现金流和财务结构具有重要影响。
以下是一些关于应收账款的外文参考文献供参考。
1. “The Impact of Accounts Receivable on a Firm's Financial Statements” by William Y. Jiang该文研究了应收账款对企业财务报表的影响。
作者指出，应收账款增加会增加企业的总资产和所有者权益，但会降低现金和流动资产比率。
此外，作者还从财务报表的角度分析了如何更好地管理应收账款，以提高企业的偿债能力和利润率。
2. “A Review of the Theories and Empirical Evidence on the Determinantsof Trade Credit” by Maurizio La Rocca and Tiziana La Rocca该文综述了有关贸易信贷决定因素的理论和实证研究。
研究者发现，除了企业的财务状况和信誉度，客户的经营能力、行业环境和政策法规等因素也会对应收账款的管理和授信决策产生影响。
该文旨在为企业制定应收账款策略提供参考。
3. “What Drives the Use of Factoring Services by Small and Medium-Sized Enterprises?” by Päivi Kozak and Yrjö Koskinen该文探讨了小型和中型企业使用保理服务的动因和效应。
研究者发现，应收账款的催收和融资是影响企业选择保理服务的主要因素。
此外，保理服务可以减少企业的信用风险和流动性风险，提高应收账款的转化率和减少账面账款欠款。
4. “The Relationship Between Accounts Receivable Management and Corporate Profitability: Evidence from the UK” by Nurul Nadia Mohamad Amin and Tunku Salha binti Tunku Ahmad该文从英国的实证角度分析了应收账款管理与企业盈利能力之间的关系。
应收账款管理外文文献 应收账款管理外文文献翻译
应收账款管理外文文献应收账款管理外文文献翻译毕业设计外文资料翻译学院：电气工程学院专业：电气工程及其自动化姓名：学号：外文出处：Engineering Applications of Artificial (用外文写) Intelligence 26(2013)184…文献出处：Oncioiu I. Small and Medium Enterprises’ Access to Financing–A European Concern: Evidence from Romanian SME [J]. Interna…文献出处:Daskalakis N, Jarvis R, Schizas E. Financing practices and preferences for micro and small firms[J]. Journal of Small Bu…文献出处：Kontuš E. MANAGEMENT OF ACCOUNTS RECEIVABLE IN A COMPANY[J]. Ekonomska misao i praksa, 2013 (1): 21-38.原文MANAGEMENT OF ACCOUNTS RECEIVABLEIN A COMPANYUDK / UDC: 657.422:658.155JEL klasifikacija / JEL classification: G32, D29, M41Prethodno priopćenje / Prelimi nary communicationPrimljeno / Received: 8. listopada 2012. / October 8, 2012Prihvaćeno za tisak / Accepted for publishing: 10. lipnja 2013. / June 10, 20131. INTRODUCTIONAccounts receivable is the money owed to a company as a result of having sold its products to customers on credit. The primary determinants of the company's investment in accounts receivable are the industry, the level of total sales along with the company's credit and the collection policies. Accounts receivable management includes establishing a credit and collections policy.Credit policy consists of four variables: credit period, discounts given for early payment, credit standards and collection policy. The three primaryissues in accounts receivable management are to whom credit should be extended, the terms of the creditand the procedure that should be used to collect the money.The major decision regarding accounts receivable is the determination of the amount and terms of credit to extend to customers. The total amount of accounts receivable outstanding at any given time is determined by two factors: the volume of credit sales and the average length of time between sales and collections. The credit terms offered have a direct bearing on the associated costs and revenue to be generated from receivables. If credit terms are tight, there will be less of an investment in accounts receivable and fewer bad debt losses, but there will also be lower sales and reduced profits.We hypothesize that by applying scientifically-based accounts receivable management and by establishing a credit policy that results in the highest net earnings, companies can earn a satisfactory profit as well as a return on investment.The purpose of this study is to determine ways of finding an optimal accounts receivable level along with making optimum use of different credit policies in order to achieve a maximum return at an acceptable level of risk. In striving to fill in the gaps relating to net savings from changes in credit policy, the study makes its own contribution to research and thereby to managers by giving them general recommendation. With the aim of completing these gaps, the study will investigate accounts receivables, their management and explore costs and benefits from changes in credit policy as well as net profitability.When a company is considering changes in its credit policy in order to improve its income, incremental profitability must be compared with the cost of discount andthe opportunity cost associated with higher investment in accounts receivable.The outcome represents a new mathematical model for calculating net savings from changes in credit policy and with this model a company can consider different credit policies as well as changes in credit policy in order to improve its income and profitability.2. LITERATURE REVIEW2.1. Accounts receivable managementAccounts receivable represents a sizable percentage of most firms' assets. Investments in accounts receivable, particularly for manufacturing companies, represent a significant part of short-term financial management. Firms typically sell goods and services on both cash and a credit basis. Firms would rather sell for cash than on credit, but competitive pressures force most firms to offer credit. The extension of trade credit leads to the establishment of accounts receivable. Receivables represent credit sales that have not been collected. As the customers pay these accounts, the firm receives the cash associated with the original sale. If the customer does not pay an account, a bad debt loss is incurred1.When a credit sale is made, the following events occur: inventories are reduced by the cost of goods sold, accounts receivable are increased by the sales price, and the difference is profit, which is added to retained earnings. If the sale is for cash, then the cash from the sale has actually been received by the firm, but if the sale is on credit, the firm will not receive the cash from the sale unless and until the account is collected. Carrying receivable has both direct and indirect costs, but it also has an important benefit-increased sales.According to Chambers and Lacey there are three primary issues in the management of accounts receivable: to whom to extend credit, what the terms of the credit should be, and what procedure should be used to collect the money. Extending credit should be based upon a comparison of costs and benefits. The analysis must build in uncertainty because we are uncertain of future payment, and we will handle this by computing theexpected costs and expected benefits through payment probabilities. The potential cost of extending credit is that the customer will not pay. Although there is a temptation to compute this cost as the full price of the product, it is almost always more appropriate to use the actual cost of the product. The potential benefit of extending credit is not just the hope for profit on the one transaction; rather, it is the potential value of the customer for a long-term relationship.The decision of how much credit to offer must be made when the customer initially requests credit and when the customer requests additional credit. The fundamental principle that guides financial decisions can be used: marginal benefit versus marginal cost. The marginal cost is the additional potential lost costs of the product. The costs of past uncollected sales are sunk costs and should not be included as a marginal costs. The marginal benefits are the potential sales and interest revenues –including the potential to recover past sales that remain uncollected.Once the decision to grant credit has been made, the firm must establish the terms of the credit. Credit terms are often separated into two parts: the credit periodand the credit discount.Collection of accounts receivable is an important process for a corporation and requires a well-designed and well-implemented policy. One technique is the factoring of accounts receivables. In a typical factoring arrangement, one firm will sell their accounts receivable outright to another firm for an agreed-upon price. There ia usually no recourse in such transactions, such that the buyer (also known as the factor) takes the loss if the purchaser of the goods does not ultimately pay for them.Another technique to expedite the receipt of accounts receivable is to utilize lock boxes. Lock boxes are payment collection locations spread geographically so as to reduce the amount of time required for checks mailed to the firm to be deposited and cleared. The lock boxes are typically post office box addresses from which deposits go directly to abank on the day of receipt. The reduction of mailing time and check clearing time for the banks can produce significant savings when large sums of money are involved.Payments of accounts receivable should be closely monitored to detect potential problems such as would be indicated by slow payments. Following up on slow-paying customers is an important function of the credit department. Procedures should be carefully developed and consistently implemented.The major decision regarding accounts receivable is the determination of the amount and terms of credit to extend to customers. The total amount of accounts receivable is determined by two factors: the volume of credit sales and the average length of time between sales and collections. The credit terms offered have a directbearing on the associated costs and revenue to be generated from receivables.In evaluating a potential customer’s ability to pay, consideration should be given to the firm’s integrity, financial soundness, collatera l to be pledged, and current economic conditions. A customer’s credit soundness may be evaluated through quantitative techniques such as regression analysis. Bad debt losses can be estimated reliably when a company sells to many customers and when its credit policies have not changed for a long period of time. In managing accounts receivable, the following procedures are recommended:• establish a credit policy• establish a policy concerning billing• establish a policy concerning collection.The establishment of a credit policy can include the following activities: • A detailed review of a potential customer’s soundness should be made prior to extending credit. Procedures such as a careful review of the customer’s financial statements and credit r ating, as well as a review of financial service reports are common.• As customer financial health changes, credit limit should be revised.• Marketing factors must be noted since an excessively restricted credit policy will lead to lost sales.• The polic y is financially appropriate when the return on the additional sales plus the lowering in inventory costs is greater than the incremental cost associated with the additional investment in accounts receivable. The following procedures are recommended in establishing a policy concerning billing:• Customer statements should be sent within 1 day subsequent to the close of the period.• Large sales should be billed immediately.• Customers should be invoiced for goods when the order is processed rather than when it is shipped.• Billing for services should be done on an interim basis or immediately prior to the actual services. The billing process will be more uniform if cycle billing is employed.• The use of seasonal dating’s should be considered.In establishing a policy concerning collection the following procedures should be used:• Accounts receivable should be aged in order to identify delinquent and high-risk customers. The aging should be compared to industry norms. • Collection efforts should be underta ken at the very first sign of customer financial unsoundness6.2.2. Managing the credit policyThe success or failure of a business depends primarily on the demand for its products.The major determinants of demand are sales prices, product quality, advertising,and the company’s credit policy. The financial manager is responsible for administering the company’s credit policy. Receivables management begins with the credit policy. Credit policy consists of four majorcomponents: credit standards, credit terms, the credit limit and collection procedures.Credit standards refer to the required financial strength of acceptable credit customers.Based on financial analysis and non financial data, the credit analyst determines whether each credit applicant exceeds the credit standard and thus qualifies for credit. Lower credit standards boost sales, but also increase bad debts. The minimum standards a customer must meet to be extended credit are: character, capital, capacity, conditions and collateral. The credit period, stipulating how long from the invoice the customer has to pay, and the cash discount together comprise the seller’s credit terms.A company’s credit terms are usually very similar to that of other companies in its industry7.Discounts given for early payment include the discount percentage and how rapidly payment must be made to qualify for the discount.If credit is extended, the dollar amount that cumulative credit purchases can reach for a given customer constitutes that customer’s credit limit. The customer periodically pays for credit purchases, freeing up that amount of the credit limit for further orders. The two primary determinants of the amount of a customer’s credit limit are requirements for the supplier’s products and the ability of the c ustomer to pay its debts. The latter factor is based primarily on the customer’s recent paymentrecord with the seller and others and a review and analysis of the customer’s most recent financial statements8Detailed statements regarding when and how the company will carry out collection of past-due accounts make up the company’s collection procedures. These policies specify how long the company will wait past the due date to initiate collection efforts, the methods of contact with delinquent customers, and whether and at what point accounts will be referred to an outside collection agency9.Collection policy is measured by its toughness or laxity in attempting to collect on slow-paying accounts. A tough policy may speed up collections, by it might also anger customers, causing them to take their business elsewhere10A firm may liberalize its credit policy by extanding full credit to presently limited credit customers or to non-credit customers. Full credit should be given only if net profitability occurs. A financial manager has to compare the earnings on sales obtained to the added cost of the receivables. The additional earnings represent the contribution margin on the incremental sales because fixed costs are constant. The additional costs on the additional receivables result from the greater number of bad debts and the opportunity cost of tying up funds in receivables for a longer time period.If a firm considers offering credit to customers with a higher-than-normal risk rating, the profitability on additional sales generated must be compared with the amount of additional bad debts expected, higher investing and collection costs, and the opportunity cost of tying up funds in receivables for a longer period of time. Whenidle capacity exists, the additional profitability represents the incremental contribution margin (sales less variable costs) since fixed costs remain the same.译文公司应收账款的管理埃莉奥诺拉克罗地亚预算和财务部门经理1.引言应收账款是指由于企业将其产品销售给客户而应向购买单位收取的款项。
应收账款【外文翻译】
外文文献翻译一、外文原文原文：Accounts Receivable IssuesFor many companies, the accounts receivable portfolio is its largest asset. Thus, it deserves special care and attention. Effective handling of the portfolio can add to the bottom line, while neglect can cost companies in unseen losses.Accounts Receivable Strategies to Energize the Bottom LineDon’t be surprised to find the big shots from finance suddenly looking over your shoulder questioning the ways your credit department operates. Accounts receivable has become the darling of those executives desperate to optimize working capital and improve their balance sheet.Here’s a roundup of some of the tactics that have been collected from the best credit managers to squeeze every last cent out of their accounts receivable portfolio: ·Have invoices printed and mailed as quickly as possible. Most customers start the clock ticking when the invoice arrives in their offices. The sooner you can get the invoice to them, the sooner they will pay you. While this strategy will not affect days sales outstanding(DSO),it will improve the bottom line.·Look for ways to improve invoice accuracy without delaying the mail date.·Offer more stringent terms where appropriate in your annual credit reviews and with new customers. Consider whether shorter terms might be better for you company.·Offer financial inducements to customers who agree to pay your invoices electronically.·If you have not had a lockbox study performed in the last few years, have one done to determine your optimal lockbox location.·With customers who have a history of paying late, begin your collection effortsbefore the due date. Call to inquire whether they have the invoice and if everything is in order. Resolve any problems quickly at this point.·If you have been giving a grace period to those taking discounts after the discount period, reduce or eliminate it.·Resolve all discrepancies quickly so payment can be made promptly.·If a customer indicates it has a problem with part of an invoice, authorize partial payments.·Keep a log of customer problems and analyze it once a month to discover weaknesses in your procedures that cause these quandaries.·Apply cash the same day the payment is received. Collectors can then spend their time with customers who have not paid rather than annoying ones who have already sent their payment.·Deal with a bank that makes lockbox information available immediately by fax, or preferably, online. Then when a customer claims it has made a payment , the collector will be able to verify this.·Look into ways to accept P-cards from customers placing small orders and those who cannot be extended credit on open account terms.·Benchmark department and individual collectors’ performance to pinpoint those areas and individuals in need of additional training.Review your own policies and procedures to determine if there are any areas that could be tweaked to improve cash flow. Then, when the call comes from executive quarters, you will be ready, and they will be hard pressed to find ways that you fell down on the job.Dealing with Purchase OrdersLeading credit managers have learned to pay attention to the purchase orders that their companies receive. Specifically, they want to ensure that the purchase order accepted by the salesperson does not include clause that will ultimately cause trouble for their companies, or even legal difficulties later on. Realistically, the salesperson should have caught the problem, but he or she rarely does. When the customer doesn’tpay due to one of these techn icalities, it’s not the salesperson who will get blamed.To help avoid a purchase order disaster, credit professionals can take the following steps:1．Simply read the purchase order. Vendors often slip clauses into purchase orders that you would never agree to. One favorite is to include a statementsaying the seller will be paid as soon as its customer pays the buyer. This is arisk few companies are willing to tolerate.2．Prioritize attachments. Typically, buyers write purchase orders that contain attachments. These include drawings, specifications, supplementary termsand conditions for work done on company premises, or safety rules for thesupplier.When including attachments, it is recommended that one of them be a listof priorities to guard against any inconsistencies in the documents. Thepurchase order should “clearly reference all the attachments, and there shouldbe a recitation as to which attachments are controlling over the others.” In theevent of any inconsistency between or among these documents, the purchaseorder shall be controlling over any attachments, and the attachments shall beinterpreted using the priority listed.3．Take care when reference is made to a buyer’s documents in the purchase order. There are likely to be both helpful and harmful statements in thosedocuments that reference the buyer’s material. The buyer may have printedits own terms and conditions on the back of a document. By referring to thedocument in the purchase order, you may inadvertently refer not only to theprice, but also to terms and conditions, which may include warrantydisclaimers and limitations of remedies that your company does not intend togive.Instead, the recommendation is not to refer to the buyers’ documents.Insist that the information is specified in the purchase order. If this is notpractical, the following language might work:” Any reference to thepurchaser’s quotation contained in this purchase order is a reference forconvenience only, and no such reference shall be deemed to include any ofthe purchaser’s standard terms and conditions of sale. The seller expresslyrejects anything in any of the buyer’s documents that is inconsistent with theseller’s standard terms and conditions.”Another favorite is to include terms and conditions on the back of thepurchase order written in very small print and a pale (almost undecipherable)color.4．Be careful of confirming purchase orders. Often, buyers will place orders via telephone, only to later confirm them with a written purchase order. In oralcontracts, the buyer will often want the purchase order to be more than justan offer. Therefore, the buyer will try to show on the purchase order that it isa confirming purchase order and cement the oral contract made over thephone. If the buyer does so, the confirming purchase order will satisfy theUniform Commerical Code (UCC) requirement of a written confirmationunless the other side objects to it within ten days.More than one cunning purchaser has slipped terms into a confirmingpurchase order that were nothing like those agreed to orally. Don’t fall intothe trap of assuming that the confirming purchase order confirms what wasactually said on the phone.Credit professionals who take these few extra steps with regard to purchase orders will limit their troubles.Quality of Accounts Receivable: Days Sales OutstandingMany credit professionals are measured on their effectiveness by reviewing the accounts receivable portfolio. The most common measurement is the length of time a sale stays outstanding before being paid. The Credit Research Foundation (CRF) defines DSO as the average time in days that receivables are outstanding. It helps determine if a change in receivables is due to a change in sales, or to another factor such as a change in selling terms. An analyst might compare the day’s sales in receivables with the company’s credit terms as an indication of how efficiently thecompany manages its receivables. Days sales outstanding is occasionally referred to as days receivable outstanding, as well. The formula to calculate DSO is:365e Re Sales t N Annual ceivablesGrossQuality of Accounts Receivable: Collection Effectiveness IndexSome feel that the quality of the portfolio is dependent to a large extent on the efforts of the collection staff. This is measured by the collection effectiveness index (CEI). The CRF says this percentage expresses the effectiveness of collection efforts over time. The closer to 100% the ratio gets, the more effective the collection effort. It is a measure of the quality of collection of receivables, not of time. Here’s the formula to calculate the CEI:Daysor Months of Number N ceivables Current Ending N Sales Credit ceivables Beginning ceivablesTotal Ending N Sales Credit ceivables Beginning =⨯-+-+100Re )(Re Re )(ReQuality of Accounts Receivable: Best Possible Days Sales OutstandingMany credit professionals find fault with using DSO to measure theirperformance. They feel that a better measure is one based on average terms based on customer payment patterns. The CRF says that this figure expresses the best possible level of receivables. The CRF believes this measure should be used together with DSO. The closer the overall DSO is to the average terms based on customer payment patterns (best possible DSO [BPDSO])，the closer the receivables are to the optimal level. The formula for calculating BPDSO is:AnalyzedPeriod for Sales Credit Analyzed Period in Days of Number ceivables Current ⨯ReBad-Debt ReservesInevitably, no matter how good the credit professional, a company will have a customer that does not pay its debts. Most companies understand that bad debts are simply part of doing business and reserve for bad debts. In fact, many believe that acompany with no bad debts is not doing a good job. The reason that being that if the company loosened its credit terms slightly, the company would greatly increase its sales and, even after accounting for the bad debts, its profits. Thus, most companies plan for bad debt, monitor it, and periodically, depending on the company’s outlook, revise projections and credit policy to allow for an increase or decrease.For example, as the economy goes into a recession, most companies will experience an increase in bad debts if their credit policy remains static. So, in light of declining economic conditions, companies should either increase their bad-debt reserves or tighten the credit policy. Similarly, if the economy is improving, a company would take reverse actions, either decreasing the reserve for bad debts or loosening the credit policy.Many companies take advantage or a favorable economy to expand their customer base. They might simultaneously increase the bad-debt reserve and loosen credit policy. Obviously, these decisions are typically made at a fairly high level. Other factors will also come into play in establishing a bad-debt reserve. Industry conditions are key and can often be quite different than the state of the economy. This is especially true when competition comes from foreign markets.There is no one set way to calculate the reserve for bad debts. Many simply take a percentage of sales or outstanding accounts receivable, or they make some other relatively uncomplicated calculation.How to Reduce Your Bad-Debt Write-OffsMost credit and collection professionals would love to be able to brag about having no bad-debt write-offs. Few can. While a goal of reducing the amount of bad debt write-offs to zero might be unrealistic in most industries, keeping that number as low as possible is something within the control of today’s credit managers. The following seven techniques will help you keep your numbers as low as possible:1.Call early. Don’t wait until the ac count goes 30 or even 60 days past duebefore calling customers about late payments. Such delays can mean that, in the case of a financially unstable company, a second and perhaps even a thirdshipment will be made to a customer who ultimately will pay for naught. Some professionals even call a few days before the payment is due to ensure that everything is in order and the customer has everything it needs to make a timely payment. By beginning your calling campaign as early as possible, it is possible o uncover shaky situations. Even if payment is not received for the first delivery, future order are not accepted, effectively reducing bad-debt write-offs.municate, communicate, communicate. Keep the dialogue open with everyone involved. This not only includes your customers, but the sales force as well. In many cases, they are in a better position than the credit manager to know when a customer is on thin ice. With good lines of communication between sales and credit, it is possible to avoid taking some of those orders that will ultimately have to be written off.3.Follow up, follow up, follow up. Continual follow up with customers is important, whether you’re trying to collect on a timely basis or attempting to avoid a bad-debt write-off. If the customer knows you will call every few days or will be calling to track the status of promises made, it is much more likely to pay. This can also be the case of the squeaky wheel getting the grease, or in this case the money, when cash is tight.4.Systematize. Many collection professionals keep track of promises and deadlines by hand, on a pad or calendar. Items tend to fall through the cracks with this approach. Invest some money either in prepackaged software or in developing your own in-house, and the likelihood of losing track of customers diminishes. Some accounting programs have a tracking capability that many have not taken the time to learn. If your software has such a facility, use it.5.Specialize. Set up a group of one or more individuals who do nothing but try to collect receivables that are overdue. By having experts on staff to handle such work, you will improve your collection rate and speed.6.Credit hold. Putting customers on credit hole early in the picture will sometimes entice a payment from someone who really had no intention of paying you. This technique is particularly effective with customers who rely heavily onyour product and would be hard put to get it elsewhere. Of course, if you sell something that many other vendors sell as well, putting a potentially good customer on hold could backfire.7.Small claims court. Some credit professionals have had great success incollecting smaller amounts by taking the customer to small claims court. The limits for such actions vary by state but can be as high as $10,000.While these techniques will not necessarily squeeze money from a bankrupt client, they will help you get as much as possible as soon as possible from as many of your customers as possible. This can be especially important in avoiding preference actions with clients who eventually do file. The quicker you get the clock ticking, the more likely you are to be able to avoid preference claims.Source: Mary S. Schaeffer, 2002, Essentials of Credit, Collections, and Accounts Receivable, John Wiley & Sons, Inc.( October 01, 2002 ):pp81-102.二、翻译文章译文：应收账款对许多公司来说，应收账款是其最大的资产。
应收账款外文文献
【keywords】receivables; The provision for; Management risk
Accounts receivable is the enterprise is an important, the risk is bigger liquid assets, its quality is good or bad for a business often has had a significant impact. These long-term difficult to recover the accounts receivable existence, seriously affected the enterprise. The normal production and business enterprise management costs, increased to different extent some enterprise into a financial crisis.
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财务会计论文应收账款外文参考文献Foreign source :Friends of the accounting, in 2009 (30) 84 85Enterprise receivables management analysed【 abstract 】 in order to meet the expanding sales and increase the competitiveness ofthe enterprises, reduce inventory, reduce inventory risk and management expensesneed, the business activities in El often created accounts receivable. Accountsreceivable is the enterprise is an important, the risk is bigger liquid assets, its qualityis good or bad for a business often has had a significant impact. Because of theimportant account receivable, according to some accounts receivable management andaccounting, points out the existing problems in the disadvantages of accountreceivable mismanagement, and puts forward some to strengthen the management of accounts receivable practices.【 keywords 】 receivables; The provision for; Management riskAccounts receivable is the enterprise is an important, the risk is bigger liquid assets, its quality is good or bad for a business often has had a significant impact. These long-term difficult to recover theaccounts receivable existence, seriously affected the enterprise. The normal production and business enterprise management costs, increased to different extent some enterprise into a financial crisis.1.The role of account receivable. Expand sales, increase the competitiveness ofthe enterprises in the fierce market competition situation, is to promote the sales ofcredit is an important way. Enterprise credit is actually to provide customers with thetwo transactions, to customer selling products, and in a limitedperiod introverted customers funds. In credit-tightening, market weakness, lack of money, the promotion with obvious credit forenterprise sales role. New products and explore new market is more important significance.Reduce inventory, reduce inventory risk and management costs. To the enterprise to hold finished goods inventory additional fee, warehousing costs andinsurance expenses; Instead, the enterprise to hold accounts receivable, you do notneed the spending. Therefore, when the enterprise products inventory more for long1 time, generally can use more favorable credit conditions, the inventory into pipesreceivable and reduce finished goods in stock, save related expenses.2.Accounts receivable in the management of the existing problemsAccounts receivable is broad, fixed number of year long. Amounts Enterprise to accounts receivable accounting is not standard. According to theprovisions of the state financial and accounting systems. Accounts receivable isaccounting enterprise for selling goods or services to happen to purchase unit shall berecovered or accept labor unit payments. But the enterprise did not strictly accordingto the provisions of the accounting enterprise receivables. Cause some should not bein the project accounting money also included in the project, cause accountsreceivable accounting has no reality.The account receivable NPLS not timely, to the enterprise confirmed theappearance of virtually increased asset caused. Because enterprise to accountsreceivable slackened management, especially some enterprise also to accountsreceivable as means of adjusting profit. So on the account receivable SiZhangconfirmation on staying there ~ some problems. Is mainly to stay SiZhang has alreadyformed the receivables confirm fast enough, for many years in the accounts receivableformed account long-term, eased some already can't withdraw, this provision for theprovision for no provision of virtual enterprise assets, causing thickening.Because some of the managers and operators enterprise financial managementconsciousness and lack of management concept. To accounts receivable is lack ofeffective management and collect investigation the author feel. In Shanxi Province inthe part of the province tube enterprise still exist serious planned economy of ideas,these people to the market economy can't say don't understand, also cannot say don't understand, the main thing is not starts from oneself, and in practical work is often said the much, do less. Thought is drunk on the production and business operation thiscenter, not how to do well management finance the primacy, failed to do the businessmanagement financial management as the center. Financial management to fundmanagement as the center. The management of funds and use only paying attention tohow to borrow and spend money, not for existing resources andcapital for effectiveconfiguration and mobilize. Cause enterprise produced a considerable amount ofreceivables, also do not actively from the Angle of strengthening management, solotsof money to clean up the long-term retention outside. Affected the enterprise normalproduction and operation activities and the efficient use of the funds.2 3.The drawbacks of the receivable mismanagementReduce enterprise funds use efficiency, make enterprise profits down because ofenterprise logistics and cash flow not consistent, merchandise shipped, prescribingsales invoices. Payment is not keeping pace recovery, and sales have established, thisnot up recovery entry sales. Certainly will cause no cash inflow generated sales tax onprofits and losses, and sales income paid and years be paid in advance. If involvesspan more than to sales revenue account receivable. Then can produce enterprise bycurrent assets paid annual shareholders dividend. Enterprise forsuch pursuit arisingfrom the pad surface benefits and tax payment paid shareholders take up a lot ofliquidity, as time passes will influence enterprise capital turnover. Which led to theenterprise actual operation situation veiled. Influence enterprise production plan andsales plan, etc, can't realize the set benefit goal.Exaggerated enterprise operating results. Because our country enterpriseexecutes accounting foundation is the accrual (receivable meet system). The currentcredit happened all to write down current income. Therefore, the enterprise account profit increase does not mean that can meet the schedule of realizing cash inflows. Accounting system requires the enterprise in accordance with the percentage of account receivable balance to extract the provision for, the provision for a 5% rates generally for 3% (special enterprise except). If the actual loss of bad happened more than extract the provision for, will give enterprise to bring the great loss. Therefore,the enterprise of account receivable existence. On the TAB virtually increased sales income. In oerstate enterprise operation results. Increased risks of an enterprise cost.Speeding up the enterprise's cash outflows. Sell on credit although can make theenterprise produces more profits, but did not make enterprise cash inflows increase,on the contrary make enterprise had to use limited liquidity to various taxes and feespaid, accelerate the enterprise's cash outflows, main performance for:Enterprise tax payments. Accounts receivable bring sales income. Not actually receive cash, turnover is computational basis with sales, the enterprise must on time pay by cash. Enterprise pay tax as value added tax, business tax, consumption tax, resources tax and urban construction tax, inevitable meeting with sales revenue increases.Income tax payments. Accounts receivable generate revenue, but notin cash income tax, and realizing cash payment must on time.3 Cash the distribution of the profits. Also exist such problems. In addition, thecost of the management of accounts receivable and accountsreceivable recyclingcosts will accelerate enterprise cash outflows.The business cycle has influence on enterprise. Operating cycle from obtain inventory to the sales that inventory and withdraw cash this time so far. Operating cycle depends on inventory turnover days and accounts receivable turnover days, the business cycle is combined. From that. Unreasonable accounts receivable existence, make business cycle extended, affected the enterprise capital circulation, make a lot of liquidity precipitation in non-productive link. Cause enterprisecash shortage, influence salaries and raw material purchasing, serious impact on the enterprisenormal production and operation.Increased receivables management process. Error probability, bringsto theenterprise enterprise to face the additional loss accountsreceivable account, possiblyto the timely discovery, accounting errors can prompt understanding and otherreceivables accounts receivable dynamic enterprise details. Cause responsibilityunclear. Accounts receivable contract, Taiwan about, commitments,the formalities ofexamination and approval of such material scattered, lost may makethe enterprise hashappened on the account receivable unable to receive the fullrecovery of repayment,the only partially withdraw through legal means. Can recover, butdue to material notwhole and cannot be recovered, until eventually form the enterprise assets loss.4.To strengthen the management of accounts receivable methodComprehensive comb, and establish material parameter. For enterprise all kindsof receivables launch a comprehensive system of comb, queuing, check the work.Because in past economic activity business minority, inefficient pattern. Hard to adaptto the market economy requirement, the law of development in the increasingly fierce market competition gradually be eliminated, the enterprise is in production, BanTingChan, failed state, has formed a widespread accounts receivable account for along (most age 3 years), former party leave the state of operation and the debtor changes etc. Phenomenon, to clear a check increase the difficulty. Workers should browse a large number of original documents, traced back to carefully each individual accounts receivable from the nature, time, happened contents, amount. According to zhang age, systems, area and the possibility of recovery of accounts receivable are classified. Carefully analyzed collection verify each sum of money and amount. And this system, more likely way back near the door checkaccount receivable; Way to4 outside the system, and is unlikely to far back of receivables through telephoneenquiries, enterprise sent a letter, lawyers sent a letter way to undertake checking: some not so clear accounts receivable multilateral bug verification. Please go back tothe original sales personnel, agent help check to ensure that thedata obtained by theaccurate, reliable and accurate data collected in the visiting forthe future of written-off receivables smoothly provide effective legal evidence. More importantly, with thedebtor written-off receivables personnel and check accounts concerning the debtor family residence, operation sites, property status, income level made a comprehensive and detailed understanding, and according to the command of the debtor to evaluate solvency debt-repaying possibility. Judge, lock key goals for the next great written-offreceivables smoothly and lay the foundation.Multi-pronged approach.we great effort, increase. After the preparation work ordo. Accounts receivable written-off receivables entered thesubstantial "punish collect" crucial stage. In actual work, in order to give attention to collect the magnificence of the enterprise withbenefit, one of the debtor to classify, different properties analysis of the debtor to adopt targeted collect method, in order to make the whole written-off receivables achieved good effect. The debtor to business clients. Topossess management qualification, sound system, assets in good condition of customers, after consultations communication with the other, try to take groovy gathering way, so that both the collect keep good business cooperation relations;Butfor malicious long-term default behavior, used first lawyer in demand for collection, correspondence is invalid cases, still choose be representative of the debtor to court,apply for a court for compulsory execution. In the majesty of the law, the other group of a deterrent to repay the debtor will repay arrears, self-consciously plays to the whole written-off receivables to point the impetus with. On the system internal worker arrears. For system inside worker due to illness, life difficult, and many other reason formed non-business temporary loan, first of all, issued a document, clearly stipulates that deadline repossessed; Secondly, alarge amount of arrears. Indeed, in adifficult to pay off after consultation with staff. Paymentagreement signed. Divide second month in salary charged or deduct; Finally, the internal to laid-off employees and have extra-large disease worker, its economy is really difficult to repay embarrassment. In ahumane treatment, offer certain debt relief. Such already make whole written-off receivables reach the expected effect, also can let laid-off workersto their real challenges organization care. Adopting property preservation measures. In the actual collect process. Often encountered some have the repayment ability but5 reimbursement conditions or timing immature the obligor, collect personnel cancooperate actively court on the debtor's property implement preservation, making cdoin court, under the help of the relevant accounting units and individuals to imposepreservation of property. For property preservation at the same time. Appoint ourwealth pipe center visit regularly the obligor, closely watching the debtorwhereabouts, understand their property status. Once found the debtor reimbursementconditions mature, immediately notify the court, suspend theproperty preservation,reactivated cases. Applied to the court for compulsory execution withdraw arrears.Establish customer credit system. Strict credit business formalities for examination and approval from years of written-off receivablesaccounts receivable see. A few enterprises in experience increased sales push credit sales policy. Did notestablish a complete customer credit system, to the customer assets status, reimbursement ability, financial situation, the credit rating don't know much. Even after receivable formation. Find the debtor to punish frequently occurred. There are afew enterprise to the customer credit conditions are too broad. Credit approval rights too scattered, sometimes a sales personnel can decided to sell on credit business formation. Cause some credit rating is low customers easily get credit, increasing therisk of bad loans.Earnestly implement post responsibility system, strict appraisal, rewards andpunishments and trenchant.Some enterprise although also established a comparativelyperfect accounts receivable credit sales, management, a great responsibility andinternal control system, but in actual work but become a mere formality, non-existing.Cause the enterprise internal responsibility unclear, the reward is unknown situation.To a certain extent, encourages the formation of large receivables, increasing theoperating risk of an enterprise. So only with a good set of system doesn't solve all theproblems in the practical work, the key still need to implement these system willreach the designated position, achieves truly in the bud.Foreign source :Friends of the accounting, in 2009 (30) 84 856 企业应收账款管理存在的问题及对策【摘要】公司为了满足扩大销售、增加企业的竞争力、减少库存、降低存货风险和管理开支等的需要，在El常的经营活动中产生了应收账款。