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From Sales to Cash

Understanding, managing, and securing the Quote-to-Cash cycle and Credit Management

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49 pages · about 762 min

Table of contents

  1. 01Title, Rights and License
  1. 02Introduction | A SALE IS NOT CASH
Part 1 | Why Companies Sell On Credit
  1. 03Chapter 1 | Selling on Credit: A Commercial Practice Before It Is a Financial Risk
  2. 04Chapter 2 | Why Some Companies Refuse or Limit Sales on Credit
  3. 05Chapter 3 | Customer Credit as a Commercial Tool
  4. 06Chapter 4 | Customer Credit as Hidden Financing
  5. 07Chapter 5 | The Real Question: Is This Credit Economically Justified?
Part 2 | Understanding The Economic Impact Of Selling On Credit
  1. 08Chapter 6 | Revenue, Margin and Cash: Three Different Realities
  2. 09Chapter 7 | Customer Working Capital Requirement: When Growth Consumes Cash
  3. 10Chapter 8 | Time as an Economic Cost
  4. 11Chapter 9 | How to Calculate the Cost of Credit Granted to a Customer
  5. 12Chapter 10 | Not All Sales Have the Same Quality
Part 3 | From Quote To Cash: The Quote-To-Cash Cycle
  1. 13Chapter 11 | Why Talk About Quote-To-Cash Rather Than Only Order-to-Cash
  2. 14Chapter 12 | The Quote: Where Future Cash Already Begins
  3. 15Chapter 13 | Commercial Negotiation: Selling, But Under What Conditions?
  4. 16Chapter 14 | Customer Account Opening and Master Data
  5. 17Chapter 15 | The Order: Turning the Agreement into an Executable Object
  6. 18Chapter 16 | Credit Control: Accept, Refuse or Frame
  7. 19Chapter 17 | Delivery, Service Performance and Proof of Execution
  8. 20Chapter 18 | Invoicing: The Moment When the Agreement is Tested
  9. 21Chapter 19 | Collection and Cash Application
Part 4 | Credit Management As An Arbitration Function
  1. 22Chapter 20 | Credit Management Is Not Only About Reducing Risk
  2. 23Chapter 21 | Customer Risk, Commercial Risk and Operational Risk
  3. 24Chapter 22 | Solvency Analysis and Payment Behavior
  4. 25Chapter 23 | The Credit Limit: A Capital Envelope, Not Just an Authorization
  5. 26Chapter 24 | Order Blocking: A Useful Decision, But Never a Neutral One
  6. 27Chapter 25 | Building Intelligent “Yes” Decisions
  7. 28Chapter 26 | Negotiating Risk with the Customer and Internally
Part 5 | Collections, Disputes And Unpaid Invoices: Understand Before Acting
  1. 29Chapter 27 | Not All Delays Are the Same
  2. 30Chapter 28 | Why Unpaid Invoices Do Not Always Come from the Customer
  3. 31Chapter 29 | The Payable Invoice: A Key Cash Concept
  4. 32Chapter 30 | Disputes: Grey Areas That Consume Cash
  5. 33Chapter 31 | Collections: Chasing, Negotiating, Resolving
  6. 34Chapter 32 | Litigation and Escalation: When the Relationship Changes Nature
Part 6 | Managing Customer Cash
  1. 35Chapter 33 | DSO: Useful, but Insufficient
  2. 36Chapter 34 | The Aged Balance: Reading the Stock of Receivables
  3. 37Chapter 35 | The Indicators That Truly Drive Progress
  4. 38Chapter 36 | Customer Collection Forecast and Cash Forecast
  5. 39Chapter 37 | Segmenting Customers to Act Better
Part 7 | Governance And Organization: Cash Is Collective
  1. 40Chapter 38 | Cash Is Not Only a Finance Topic
  2. 41Chapter 39 | Silos: When the Organization Slows Down Its Own Cash
  3. 42Chapter 40 | Clarifying Roles: Who Detects, Who Decides, Who Resolves?
  4. 43Chapter 41 | Credit Policy: Framework, Discipline and Judgment
  5. 44Chapter 42 | Reconciling Sales and Finance
Part 8 | Evolving The Credit Management Function
  1. 45Chapter 43 | From Collector to Cash Business Partner
  2. 46Chapter 44 | Key Skills of the Modern Credit Manager
  3. 47Chapter 45 | Digitalization, Automation and AI: What They Really Change
  4. 48Chapter 46 | Building a Cash Culture in the Company
  1. 49Conclusion | Sell, Finance, Arbitrate, Collect