How to acquire office equipment

Article Abstract:

Decisions about buying, renting, or leasing office equipment should be determined not only by the company's financial position, but also by where the machines will be used, how long the machines will be used, and the volume of work the machines will need to produce. The method of acquiring equipment will be affected by the firm's liquidity requirements and its asset management requirements. The advantages of renting or buying photocopying equipment are detailed. Installment sales, capital-lease, and rent-to-buy options are also examined, briefly. Companies should consider the advantages of acquiring office equipment from a single supply source. Single suppliers with large client accounts are more apt to provide good service and special or quantity-related discounts to their purchaser-lessors.

Management, Purchasing, Office equipment and supplies, Office supplies, Economic aspects, Finance, Capital investments, Industrial equipment leases, Lease or buy decisions

---

Resolving customer complaints

Article Abstract:

Companies should utilize exception receivables management systems (ERMS) to respond to customer complaints and monitor their resolution. ERMS entail obtaining a focused description of the customer complaint, identifying the individual within the company who can best handle the problem, and expediting the matter to the customer's satisfaction whenever possible. The credit manager is often the best person to resolve customer complaints. The credit manager should always work to obtain payment for portions of accounts not in dispute before agreeing to resolve a customer complaint. The reluctance of most sales departments to issue credit memos is a significant barrier to resolving customer disputes.

Services, Prevention, Practice, Corporations, Complaints (Administrative procedure)

---

What a treasurer expects of a credit manager

Article Abstract:

A recently appointed assistant treasurer explains the duties and responsibilities that credit managers should perform, having spent 22 years as a credit manager for various corporations. Company credit managers' responsibilities are divided into four functional areas: (1) preparing accurate monthly forecasts of cash to be received from credit agreements, (2) approving and monitoring customer credit, (3) developing and revising credit terms that are realistic and competitive, and (4) managing customer relations related to credit services provided and complaints related to credit. Individual duties and techniques are discussed for each functional area.

Powers and duties, Managerial accounting

Similar abstracts:

• Abstracts: How to hedge a dividend capture investment program. Leasing strategies after tax reform. Leasing as a financing tool
• Abstracts: A theory of noise trading in securities markets. Endogenous borrowing constraints with incomplete markets
• Abstracts: How to facilitate correspondence with IRS and to reduce notices sent to clients. Automobile and other leasing arrangements remain attractive despite loss of some benefits
• Abstracts: Where do I hold my company? Global warming. ICC slams transborder tax proposals
• Abstracts: Inflation accounting disclosures and stock price adjustments: some Canadian results. part 2 The duration of a mixed stream comprising positive and negative flows

This website is not affiliated with document authors or copyright owners. This page is provided for informational purposes only. Unintentional errors are possible.