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SAP Financial Excellence

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For a couple decades, there was a quote about prediction that everyone seemed to jump on,“Prediction is very difficult, especially about the future.” This not very provocative sentence from the first half of the 20th century (by Physics Nobel Prize winner Niels Bohr) was popular for good reason. How could you possibly be able to predict anything except death and taxes? (Another famous quote, but I won’t go there…)

Where I live, people may not even listen to the weather forecast, since it doesn’t have a great impact if you’re expecting 95 or 97 degrees in Central Texas on an average summer Saturday. You’d fire up the grill anyway!

So how could you even believe that business people would listen to your guerilla ideas? How about forecasting your probability of achieving your profitability goals for the whole month when you’re only two days into it? The typical reaction is, “ARE YOU NUTS? No way this is possible. At least I think it isn’t. Is it? Ok, tell me how!”

There are six points that I believe can help people better understand the context of predictive finance. I’ll cover the first couple today, and discuss the others in the next few weeks.

Complexity Is the Killer of Efficiency

The role of the finance executive has inarguably grown more complex over the years. Complexity is the killer of efficiency. Finance needs simple solutions to solve the next decade’s challenges to accommodate the shift to a service organization within the company.

A high school teacher of mine once told me, “Henner, you don’t have to know everything, you just need to know where to read about it.” Please note that—although I still might look like a tween— this was pre-internet and especially pre-Big Data. Nowadays, CFOs who are very knowledgeable of analytics capabilities are asking a lot from their finance teams. The days of the finance expert as “the green visor-ed, pocket protector wearing, calculator carrying record keepers” are over, to quote the well-known Prof. Nancy J. Jones from San Diego State University.

Accountants and controllers, treasurers, and finance operations experts now are “advisors and planners, partners in the management of our businesses, large and small, who need to understand how to get data out of the system, how to validate it, and then interpret it… no longer focusing on how to get the data into the system,” says Jones. In short, finance experts need to provide value to the whole organization to justify their paychecks. They need to acquire the requisite skills (and courage) to take the leap to their new business roles and quickly before they become obsolete.

But this means a lot of complexity to all of them. While we all have to accept the fact that finance in itself is complex in nature, there’s a charter to simplify the way that finance experts can support running their company’s business. This can be achieved by having an easy-to-use and maintain finance system, that doesn’t need to reconcile data between systems (like one for controlling and one for accounting, another one for planning and an extra one for reporting, then the various treasury ones dis-integrated and don’t forget the audit, compliance and risk management pieces…) and instantly (in real time so to speak) delivers insight into the impact of any given change in information.

The often-used (but in the meantime) very boring marketing buzz term “Big Data” has always been reality. Most of the time not in a digital fashion, and also beyond peoples’ comprehension, but modern technology now makes it actionable and simple. Today, running advanced mathematical or statistical algorithms across all data at your fingertips is reality. To make it simple, automate and embed in your operational processes.

Serve the whole organization and become a business partner and support to differentiate from your competition, add value to the bottom line, and strategically consult the executive leadership team of your company to achieve sustainable growth. And all this while achieving operational excellence at reduced cost by supporting every finance function to deliver on the promise of simple data and intelligence provision.

Use Tools to Analyze and Predict

In order to predict the future, finance experts have to understand the past and the present. Finance analytics at your fingertips support understanding root cause relationships and can guide the way to simulations of optimal outcome.

The pendulum swings often in analytics. First, there were departmental units created to support the finance team with “analytics” —those days focused on reporting and analysis. But soon after, the C-Suite undertook all efforts to centralize as teams reported different numbers on simple questions like, “What’s the profit in the south region with our top three selling products?”

But having the (then called) centralized business intelligence department manage user access (and unfortunately, the report creation also) wasn’t the golden standard either. Departmental requirements took weeks to realize and even then delivered only a percentage of what was needed. This was the beginning era of self-service analysis.

But then again the chasm between corporate structure and departmental needs became bigger, so that we’re now in the state of a so-called “governed data discovery” (see Gartner). Controllers now have the possibility to generate their own analyses, visualizations, and even predictions within their usual context.

Finance analytics tools provide the finance department with easy access to internal and external information and cater to fact-based decisions.

Next Time

Next week (Simple Predictive Finance—Everything Is Profit and Loss) , I’ll cover the mission of margin improvements, and the importance of continuity and sustainability. Join me as we continue the discussion on how to transform the finance function.

As I mentioned in my last blog, Simple Predictive Finance: Why the Dream Is a Reality, the finance function is transforming with advances in technology and predictive tools. There are several key points that I believe can help people better understand the context of predictive finance. I covered the first two (simplicity and the path to governed data discovery) last week. Today, we’ll cover a couple more.

The Mission Is Margin Improvements

Everything in any given organization is profit and loss. From the top floor to the show floor, people will have to understand their contribution to total, be it the purchasing manager negotiating contracts with suppliers, the marketing manager booking ads, the controller preparing financial statements or the senior executive hiring Ivy League students. The mission is margin improvements, and the one who doesn’t understand this will be soon a former employee.

A recent study by cfo.com revealed that 55% of finance executives see “cost and profitability” as well as “growth” as the core charter for their organizations. It’s definitely not a pure finance goal, but it’s a broader corporate goal. This can of course only be achieved if every piece of the value chain understands their contribution to total. Only if you can see the impact of any given action on your contribution can you act accordingly.

A holistic view on finance key performance indicators is a must, as contradicting or even cannibalizing targets destroy margins. Don’t you want to know if your business trip provided a positive impact on your company’s goals? Or how much discount a sales rep can give to a customer while still achieving her quote and the regional profit goals? And how does regional cost cutting (often referred to as the laying off of a bunch of people) relate to optimizing the workforce? Only real-time finance analytics can provide the answer…

Continuity and Sustainability

Continuity and sustainability are a must. Volatility in responsibilities kills profitable growth since change management is a constant task. Advanced analytics in the hands of finance departments help provide continuity as it abstracts problematic areas and provides for guidance on how to solve them beyond gut feeling and current “trends” within the organization.

Gut feeling and singing from the corporate songbook is a common base for decision making. A threat that predictive analysis, as an example, brings to the table is that it contradicts these bad habits and confronts the decision maker with the fact that he’s doing wrong. Not a good start for a long-term relationship, right?!

But it also paves the way for a new dogma: de-coupling analytics from gut feeling, experience, or even wishful thinking. It allows one to abstractly present the outcome as a guidance “from the twilight zone.” “Hey, I’m just the messenger, this is what this predictive finance tool has come back with, Mr. VP of Finance…”

The models created are machine-learning capable, deliver on the promise of almost certainty (95% and above), and help reveal potential outcome in:

  • Guidance: For example, the chances are high (98% confidence level) that we should shift budget allocation from marketing campaign “A Better Choice than Oracle” in Latin America to the HR development initiative “How Sales Reps Talk Finance” in France in order to meet our 2015 goal of 38% margin.
  • Absolute numbers: For example, DSO reduction for large customers in the retail industry will be at 1.9% this quarter.
  • Identifying signals/drivers: For example, there’s a direct causality between the company car a sales rep is driving to the average deal cycle time and size.

Abstract means that this level of decision support will remain constant even if organizations and responsibilities shift in the volatility of a corporate life versus relying on the respective unit manager’s guts.

Next Time

In my next blog of this series, I’ll cover the role of visualizations and the importance of analytics training in finance education.

This blog originally appeared on The Decision Factor blog: Simple Predictive Finance: Everything Is Profit and Loss

Recently there was - as part of a series of 10 - a  game changer radio show dedicated to the application of predictive methods to finance topics. Rob Kugel from Ventana Research (Finance Analytics guru), Nancy J Jones from San Diego State University (Accounting Professor), Anders Reinhardt from VELUX (Controller and Global BI lead) and Henner Schliebs from SAP (Analytics Audience Marketing) were discussing how advanced (predictive) analytics can better support finance professionals in their evolving roles to make better decisions and grow into a more strategic role.
Listen in to the podcast: http://www.news-sap.com/predictive-analytics-finance-role-play/

The region around Nice is famous for the smell in the air – lavender will be all around, mixed with the salty sea breeze. But there is something else in the air – finance transformation.

Join SAP Insider Financials 2014 in Nice and learn about how analytics can help your finance function in their current transformation phase.


CFOs globally are looking to transform their organizations, their processes, and their standing within the corporate culture – not too few aim at the CEO seat. This does come at a high price as they’d need to change the charter of their organization and extend into guiding the business to success.

An easy way to describe this is the following:


So in addition to core functional duties (meaning the finance operational side of the organization), twenty-first century CFOs also need to step up to blue skies (aka “drive business innovation).

Today’s finance department is responsible for securing funding of the company’s operations, sustainability, and processes of an organization. These responsibilities include financial operations / transactions, finance analytics, decision making, communication, and collaboration across the enterprise.

Finance experts are requested in a wide range of business operations, including the:

  • Development of the corporate business strategy for an organization,
  • Establishment of the policies, plans, and budgets that guide operational and ultimately, tactical, financial decisions, not to forget
  • Assurance of compliance and business performance.

According to leading analysts like Brian McDonough, Innovations in Analytics, finance organizations are urged to lead with innovation. “Three technologies — analytics, mobility, and in-memory — all play key roles in enabling finance personnel to collect, analyze, and take action on front-line information,” notes McDonough.Visualization and Predictive Analytics Will Be Highlighted at SAPinsider Financials 2014Talking about analytics leaves me with trending topics around visualization and predictive analytics, both of which are new to finance experts for two reasons – visualization was done via MS Excel in form of simple graphics and everything else but appealing, and predictive analytics was “this Ph.D thing” that nobody really understood.Both innovative processes will find prominent appreciation in Nice at the European SAP Insider Financials 2014 event which, by the way, also hosts the BI 2014 and are keynoted by Christian Rodatus and Irfan Khan. Who knows what great announcements in the analytics and finance space are awaiting the audience…And Finance Analytics is the base for any transformational undergoing regardless of industry, size and type of organization.Top 7 Sessions for SAP’s Analytics solutions for Finance at SAPinsider

  1. How to adapt the latest data analytics solutions from SAP to empower your finance teamHenner Schliebs, SAP, Analytics Audience Marketing
  2. A beginner’s guide to SAP Predictive Analysis: Definitions, terminology, and best practicesCharles Gadalla, SAP, Advanced Analytics Solution Management
  3. Lessons for rolling out a financial dashboard that supports your most critical decisions – Anurag Barua, GyanSys
  4. A leading expert’s guide to mastering SAP Business Planning and Consolidation reporting and analytics – Jarrett Bialek, TruQua Enterprises
  5. Operationalising analytics for business executives at SAP – Dean J. Eiwanger and Stewart Johnstone, SAP
  6. A comprehensive and up-to-date guide to SAP’s mobile analytics roadmap – Andrew Murray, SAP
  7. Case study: Lessons learned from Deloitte’s mobile BI deployment – Chris Dinkel, Deloitte


If you’re interested in a one-on-one, please let me know. You can reach me via email or @hschliebs. I am more than happy to share customer successes about how they leveraged technology to achieve financial excellence and shape the finance function of tomorrow…

This blog has been originally posted here: http://blogs.sap.com/analytics/2014/05/09/in-a-lavendar-mood-flowers-and-analytics-are-in-the-air-this-may-in-nice-france/#sthash.Jexc1q8A.dpuf

Join SAP, your peers, and our partners for the complimentary, customer-only SAP Financial Excellence Forum in Newtown Square, Pennsylvania, on October 7–8, 2014. SAP - Please Register

At the two-day event, you will have the opportunity to:

  • Learn how SAP solutions can help you gain an integrated view of your finance functions, tap into real-time performance insights, and close the books quickly and accurately
  • Hear how SAP customers like Honeywell, Blackberry, ABB, Babcock & Wilcox, McKesson, Coca Cola, ConAgra, and CareFusion have benefited from using SAP solutions for finance
  • Learn about financial and management accounting, financial closing, product costing, integrated business planning, and lease administration
  • Test-drive the brand-new Simplified Accounting solution and hear about other technology-driven innovations like the central journal or product lifecycle costing for finance
  • Network with your peers, SAP experts, and other leaders in the finance industry

The SAP Financial Excellence Forum is free to attend, but space is limited so reserve your spot today.

If you have any questions, please contact Carsten Hilker.

Click here for a detailed agenda.

To register: SAP - Please Register


Featured Speakers:
Massimo Ciotola,Finance Center of Excellence, SAP

- Thomas Benthien, Director, Global IT Finance and Innovation, Unilever

- Jeff Thomson, President and CEO, Institute of Management Accountants (IMA)

- Gary Cokins,Founder and President,Analytics-Based Performance Management

Click here for a detailed agenda.


Current Partner Sponsors Are:



We are delighted to announce the dates for the upcoming SAP Conference for Financial Shared Services 2014. This inaugural conference will take place at the Omni Hotel at CNN Center in Atlanta, GA, on April 9–10, 2014. It will offer opportunities for you to gather the latest news, facts, tips, and tricks, enabling you to utilize the power of SAP solutions to run best-in-class shared services.

What is the ROI and why should I attend? More informatio go to: SAP Conference for Financial Shared Services 2014 - T.A. Cook

  • Immediate return on investment – Take away the latest best-practice insights and knowledge and discover cost-saving technologies and processes as well as cost-effective ways to expand existing delivery capabilities in the world of shared services.
  • Leverage the experience from peer organizations and draw from a wealth of case studies, such as Colgate-Palmolive, and a variety of great keynote speakers, including Joel Bernstein, CFO of Global Operations US, SAP.
  • Meet and network with thought leaders and renowned SAP subject-matter experts and partners, who will share their abundance of knowledge.
  • Discover how SAP solutions can help you maximize the business benefits of your global shared services organization.

We hope you can join us for this not-to-be-missed conference on financial shared services for all this as well as numerous other SAP sessions, live demonstrations, and interactive workshops.

Ensure you’re fully up to speed with the latest SAP solutions and road maps as well as the current direction of the shared services industry.

The takeaway will be of great value to you and your organization.

For more information, please visit the SAP Conference for Financial Shared Services 2014 Web site.

Register today to attend the conference and learn how to enhance your shared services organization.

  We look forward to seeing you there!

Ever attempted charting the efforts associated with your period-end closing cycle? It shoots upwards during the last week of the month before plateauing again at the beginning of next week. You could color the area below the graph to make a pictorial depiction of the amount of mental effort that goes into the task. And it repeats every month. Have you ever wondered how to break free from this cycle?

Dealing with the closing spreadsheet is notoriously tiresome. Working with different types of documents and managing people and processes spread across different geographies and time zones and holiday schedules can be just as difficult.

In this webinar, we discussed smarter ways of managing period-end closures inside your ERP system itself, leaving behind all the troubles associated with the old, spreadsheet-based system.


See how the only truly integrated closing solution manages end-to-end closing processes for financial and non-financial SAP modules. Learn how to make the transition from your closing spreadsheet to a truly integrated closing solution.

Joe Kuncharia

Vice President
Runbook Inc.


There are many elements to a good strategy that will make your period-end close faster and smarter

The most essential requirement for anything in a race is to have a real-time knowledge of its position relative to the finish line. Anybody who is facing a deadline must have the basic and raw stats to ascertain whether he should move faster. If you don’t know where you are currently, you cannot figure out what to do to make progress and to measure progress.


Where are you now?
Most people are using an Excel-based method for close. People create what eventually turns out to be a Monster spreadsheet and they come back and update the spreadsheet so people can get a rough idea of the process. The flaw (now that we’re looking back at it from atop the technology horse) with this method is that you really don’t get an accurate picture of where you are.

In this step, you should integrate tasks and manage them in one place, preferably within the ERP system itself. If somebody performs a review or an analysis anybody who wants to look at it can access it to see where they are in the process, whether they are on time, why it is taking too long, and whether they have a problem to solve. The processes are now integrated and your solution gives you the true status of progress. That makes it a little faster.

Instead of relying on the users, the system starts with the process when the conditions are satisfied. You eliminate errors and delays inherent in a user-dependent approach. A crude attempt at automation gets some of the tasks out of the users’ hands. But to really make progress, to make the fast close even faster and smarter, none of this will be enough. You still have no idea when it will finish or what happens if it does not finish. You are not monitoring it. True automation is not just about running processes but also controlling tasks and verifying outcomes. With most solutions, this verification is performed manually. However, this stage is far better compared with where you originally were. You have a technically superior solution now.

Manage by exception
The solution needs to find an alternative to the manual way of looking at individual outcomes for anomalies. They should be selectively sorted and reported to you. This is achieved with exception management. You need a little bit of mental change to adapt to this. And the system and the solution should be able to do that.

True automation and verification need to be coupled with a proper workflow, which oversees collaboration and ensures completeness. The system runs tasks, controls and monitors progress, verifies outcomes, and reports problems. An exception will come to you instead of having a highly qualified and well paid human resource look for problems among a bunch of outcomes. Problems present themselves as exceptions, and he needs to address ‘only’ those exceptions.

Don’t push it to the month-end!
By automating closing procedures that usually need a lot of people and by executing them early you can lower the peak workload and flatten the curve. That has a direct correlation to the number of FTEs and associated costs. But you need to get to the fourth or fifth stage before you could reap cost savings; just ‘automating it’ won’t suffice.


Webinar: The only truly integrated closing solution is now powered by SAP HANA

Join us on a webinar to learn how to transform your closing cycle. See how the only truly integrated closing solution can manage your end-to-end closing process. Learn how to make the transition from the traditional closing spreadsheet to a truly integrated closing solution.

Date: Thursday, November 21, 2013
Time: 2:00 pm – 3:00 pm Eastern US Time

Register Now

For SAP customers, an embedded solution is able to provide live and complete drill down access to all the subledgers. But how does that improve the reconciliation process?


The advantages of reconciling balance sheet accounts within your ERP system are so numerous and varied. Having direct and complete drill down access to your subledgers in SAP is one of them. Utilizing this preferential access, you could drill down into, say, your accounts payable balances and analyze the data by breaking them down into different sections. You could break down AP balances based on aging and invoices that you are debating on with your vendors. You could look at the complete information regarding a particular balance such as the name of the vendor if you so desire. You could do similar research on and document information relating all your subledgers. Only an SAP-integrated solution can provide you this advantage. What this implies is that your audit documentation will be complete and extensive.


Now, assuming the reconciliation template has been approved by the reviewer, what comes next? If the documentation is archived in a repository connected to the SAP system itself, what is so advantageous about that? Is there any additional reason why you could rest assured on the integrity of your reconciliation documentation? If that is possible, wouldn’t that be truly beneficial?


Join us on a webinar on October 24 to learn more about the advantages of having direct drill down access to your subledgers in SAP.

How can we realize productivity improvements and cost reductions that were probably the raisons d’être for the existence of shared services, the ‘core business case’ for establishing them? These days we have an ‘app’ for everything and anything we can think of. And there are tools/utilities/software solutions for SSCs also. But what about an innovative finance solution that comes with industry best practices and improves the efficiency of your SSC?

Well, these are just two out of a lot of variables involved in the complex equations for a truly innovative and successful Finance SSC. We know some large organizations that have achieved a lot with their shared services centers by focusing on these two. Read a case study here to learn how a Dutch utility company achieved its SSC goals with the help of technology and industry best practices.


In November (11/19 - 11/22) we will have the chance to present to a broader audience our Analytics portfolio at the SAP Insider Reporting & Analytics event in Orlando.


We will be present with 2 slots:


  1. Uncover New Business Insights by Combining SAP HANA with Analytic Solutions
  2. Leveraging Analytics Solutions from SAP to Drive Value from Your Existing Investments


Both will have a more technical focus than I like (due to the audience), but also both will showcase the business benefits the finance organization will derive out of applying SAP Analytics solutions to meet the goals.


Please refer to any customer you are engaging with around BI, Predictive Analysis and the broader Finance Analytics portfolio like HANA Live for Financials, Fraud Management, Net Margin Analysis etc.


See you there,


Sometimes we do things for one reason and not only get the desired results, but acquire additional results somewhere else as well. An example is converting paper documents to an electronic format in support of green initiatives. Paper is indeed reduced, by those electronic also aid in minimizing lost documents, speeding up and enabling automated work flows, and generally completing the process faster.


Here are 4 more actions from which you can derive multiple benefits:


  • “Smart” data archiving and data volume management can dramatically reduce storage costs and boost system speeds
  • Improving audit efficiency by automatically performing tasks that previously were manual saves money
  • Decommissioning legacy systems minimizes support costs and mitigates legal risks, too
  • Automating SAP business processes such as accounts payable and accounts receivable tracks the process and provides visibility throughout which can also lead to better decisions and add to your bottom line

These hidden opportunities for cost reduction are just below the surface. Technology can help achieve business objectives In many ways that were previously ignored.

     Many of my clients facing issues due to increased open AR items. Companies are using different methods for a good cash flow but there are still questions out there that are there a full proof mechanism to get rid of this issue?



     I see different expectations from the market, as a Revenue Management consultant one has to satisfy the client needs.


    Turn back and look around different requirements coming from business –



  • How can I make sure all customers received open item notification
  • When AR Rep calls customer for outstanding amount is there any way AR Rep can also refer any open invoice coming due in next n days
  • There are customers in market who promises for payment but never paid according to promise is there any way to tag such customers?


Many companies used different method right from paper, fax to phone communication for collection management, but they are realizing that still something is missing in the process for a better cash flow.



There are some companies which take decision very quickly and make informed credit decision to reduce bad debt but question is that these are precautions we are taking for such kind of customers; our challenge on open receivables still remains the same.



I have seen some situations where good customers even defaulting, this is the case where huge number of invoices getting generated and electronically communicated to the customers, during the communication process either sender side or receiver side if anything fails and we do not have proper mechanism to track failure on time, this kind of situation arises. When collection agent calls customer that time agent realizes that customer don’t even have invoice at first place, now question is who is responsible for this outstanding account now?



SAP is putting all efforts to provide effective solution to this challenge via financial supply chain (FSCM). I wanted to highlight Collection management module which can provide all answers to open questions I mention earlier.



       Now, I have answers to the questions will that help me in improving outstanding balance? Sure but there must be outlined way for collection agents and this can not be successful without proper support from complete channel.

             what kind collection agent needs from entire channel ? think in this way – Companies are using all channel of communication for collection fax, print and phone but there are sales manages or sales rep who can put some effort and review .outstanding receivables during order receiving and they can remind customers this is your face to face channel of collection. What I am trying to reiterate here is back end end activity (Collection activity) should be visible to entire firm and front office (Customer service or sales team) should join hand with back office to make collection activity more effective.




Last week my colleague Bernhard Fischer took part in a webinar with the Hackett Group to discuss the latest market research about the best practices world-class companies have applied to maximize the performance of their Finance function through Shared Services. They also shared some of the amazing results they are achieving. This is all important stuff as CFOs look around for the next initiative to protect margins.

All you multi-taskers that were unable to attend the live event can now access the recording - please note: registration is required although it’s only your name and email that’s required. It is a very informative session about where shared services are today, and the future direction.

Link: https://www3.gotomeeting.com/register/273352150

I recently had the opportunity to present and meet with many financial executives during the CFO Dimensions conference, held in Chicago on Sept 18th. Directly taking the pulse of corporate finance is always fascinating, since no other forum provides the interaction and candor found within the cocktail reception and the ensuing full day of meetings. The particular area of interest for me was the topic of Receivables Management, and more specifically, trends within the Collections area. It was encouraging to find consensus among many regarding the direction of the new approaches for managing past due receivables, which was part of my presentation topic. So let’s look at some of these trends.   

Companies are realizing that outdated ways of handling delinquent accounts have not been successful in this real-time world we live in. Progressive companies are no longer waiting for an invoice to become past due, but rather are sending out reminders prior to the payment date. Also, there has been a pervasive movement away from the Collections process as a back office boiler room operation to a more customer-engaging front office one. Embedding Collections within a Shared Services call center has helped to leverage economies of scale and the benefits of consolidating these efforts. Improved collection customer segmentation has also developed based upon algorithms which combine the largest amounts due, oldest items, credit limit excesses, broken promises-to-pay, and other variables which optimize the approach.  Additionally, the education of the Field Reps regarding the importance of working capital and cash flow has altered the collection strategies.  Many companies now tie the commission payments of the Sales Rep to the payment of the invoice…what better way to engage the Field in the collection process? And Field interaction has an added benefit within countries where telephone-based collections don’t fit from a cultural point of view. However, we must keep in mind that technology is a critical element for enabling these changes and let’s review what’s needed to be successful...                                                                                                

Firstly, the foundation of the Shared Service center is necessary for the most effective collections strategy. Today, according to a recent 2012 Aberdeen study*, 67% of the Leading companies surveyed are delivering accounts receivable within such a landscape. Next, application software is required for the optimized customer segmentation in order to manage the multiple variables which impact the prioritization of collection efforts. And it should be noted that this process is an iterative one which should periodically be assessed and fine-tuned for the best results. Also, enlisting your Field Reps (and providing incentives) to help improve the payment cycle requires arming them with mobile applications which provide real-time customer data in an easily understood format. They need to arrive at the customer location with all of the necessary account information on their hand-held device (iPhone, Android, iPad, etc) so that any invoice payment discussion is reliable, timely and fully documented. And this information needs to flow back from the mobile device to the source accounting systems in a real time manner as well, ideally updating cash and liquidity planning too. Now that’s how the collections world is moving from back office to the front…and beyond.     


For more information about the SAP solutions supporting Receivables Management and the Collections process, please click here: SAP Receivables Management


* Source: Receivables Management for the Long Term: Balancing Collections and Customer Service, Aberdeen group, August 2012


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