A. Personal Data 1.Please indicate your age, qualification, institution and current position. 1.1 Age 20 - 29 years 30 - 39 years 40 - 49 years 50 - 59 years
1.Please indicate your age, qualification, institution and current position.
1.1
Age
20 - 29 years
30 - 39 years
40 - 49 years
50 - 59 years
1.2 Qualification B Com BA B Tech National Diploma: Credit Management Other
1.2
Qualification
B Com
BA
B Tech
National Diploma: Credit Management
Other
1.3 Institution where abovementioned qualification was obtained e.g. Unisa, Damelin, ICM, University of Pretoria
1.3
Institution where abovementioned qualification was obtained
e.g. Unisa, Damelin, ICM, University of Pretoria
1.4 Current Position Debtors Clerk Credit Controller Credit Supervisor Credit Manager Credit Director Other 2.Please indicate your level/years of experience in the following departments? Department/Function None 1 - 11 Months 1 - 4 Years 5 - 9 Years 10 - 14 Years 15 - 19 Years Other 2.1 Credit department 2.2 Finance department 2.3 General Management 2.4 Human Resource 2.5 Marketing 2.6 Operations 2.7 Purchasing 2.8 Other
1.4
Current Position
Debtors Clerk
Credit Controller
Credit Supervisor
Credit Manager
Credit Director
2.Please indicate your level/years of experience in the following departments?
Department/Function
None
1 - 11 Months
1 - 4 Years
5 - 9 Years
10 - 14 Years
15 - 19 Years
2.1
Credit department
2.2
Finance department
2.3
General Management
2.4
Human Resource
2.5
Marketing
2.6
Operations
2.7
Purchasing
2.8
B. Departmental Data 3.Please indicate the following: 3.1 Number of employees in your credit department? 1 - 9 10 - 19 20 - 29 30 - 39 40 - 49 Other
3.Please indicate the following:
3.1
Number of employees in your credit department?
1 - 9
10 - 19
20 - 29
30 - 39
40 - 49
3.2 To whom do you report directly? Credit Supervisor Credit Manager Marketing Manager Sales Manager Financial Manager Other
3.2
To whom do you report directly?
Marketing Manager
Sales Manager
Financial Manager
3.3 Is the credit function centralized or decentralized? Centralized De-centralized Other
3.3
Is the credit function centralized or decentralized?
Centralized
De-centralized
3.4 What is the size of the debtor’s book? R500 000 - R4,9 million R5 - 49,9 million R50 - 499,9 million R500 - 999,9 million R1 billion> Other
3.4
What is the size of the debtor’s book?
R500 000 - R4,9 million
R5 - 49,9 million
R50 - 499,9 million
R500 - 999,9 million
R1 billion>
3.5 How many days credit does the standard payment terms of your credit policy allow? 0 - 14 days 15 - 29 days 30 days 31 - 60 days 60 days + Other
3.5
How many days credit does the standard payment terms of your credit policy allow?
0 - 14 days
15 - 29 days
30 days
31 - 60 days
60 days +
3.6 Do you have a written credit policy? Yes No Do not know
3.6
Do you have a written credit policy?
Yes
No
Do not know
3.7 If you answered “yes”, does the credit policy define the following? a Agreeing terms Yes No b Stopping deliveries Yes No c Levels of authority for agreeing credit terms and payments Yes No d Timetables for actions and intervals for collection Yes No e Training for credit staff Yes No f Performance objectives Yes No
3.7
If you answered “yes”, does the credit policy define the following?
a
Agreeing terms
b
Stopping deliveries
c
Levels of authority for agreeing credit terms and payments
d
Timetables for actions and intervals for collection
e
Training for credit staff
f
Performance objectives
3.8 Does your conditions of sale allow you to: a Charge interest on overdue accounts Yes No Do not know b Retain ownership of goods until paid Yes No Do not know
3.8
Does your conditions of sale allow you to:
Charge interest on overdue accounts
Retain ownership of goods until paid
3.9 Do you set credit limits for: a All accounts Yes No b Some accounts Yes No c None Yes No
3.9
Do you set credit limits for:
All accounts
Some accounts
3.10 Do you formally agree payment terms: a Prior to sale, verbally Yes No b Prior to sale, in writing Yes No c After sale by invoice Yes No
3.10
Do you formally agree payment terms:
Prior to sale, verbally
Prior to sale, in writing
After sale by invoice
3.11 What percentage of your time (per year) do you devote to the following activities? % ± 0 % ± 10 % ± 20 % ± 30 % ± 40 % ± 50 % ± 60 % ± 70 % ± 80 % ± 90 a Negotiating payment terms and conditions b Checking customers ability to pay c Checking orders against credit limits d Collecting revenue e Applying cash adjustments to the sales ledger f Resolving disputes g Other
3.11
What percentage of your time (per year) do you devote to the following activities?
% ± 0
% ± 10
% ± 20
% ± 30
% ± 40
% ± 50
% ± 60
% ± 70
% ± 80
% ± 90
Negotiating payment terms and conditions
Checking customers ability to pay
Checking orders against credit limits
Collecting revenue
Applying cash adjustments to the sales ledger
Resolving disputes
g
3.12 Upon receiving a credit application, which of the following sources of information do you consider before granting credit? a Application form b Credit Bureau information c Business payment information d Risk Score e Other
3.12
Upon receiving a credit application, which of the following sources of information do you consider before granting credit?
Application form
Credit Bureau information
Business payment information
Risk Score
3.15 Which of the following methods do you use when deciding to extend credit? a Manual evaluation based on company’s credit policy b Evaluation based on derived score c Rules based evaluation d Other
3.15
Which of the following methods do you use when deciding to extend credit?
Manual evaluation based on company’s credit policy
Evaluation based on derived score
Rules based evaluation
C. Organizational Data 4.Firstly in colomn 1, please indicate the type of industry in which your organization is operating. Then in colomn 2, specify the type of business in which your organization is operating. Type of Industry Type of Business (for example: manufacture motors, distribute cement, food store, restaurant, shoe store, etc.) 4.1a) Agriculture, Forestry & Fishing 4.1b 4.2a) Automotive 4.2b 4.3a) Building, Construction & Civil Engineering 4.3b 4.4a) Chemicals 4.4b 4.5a) Computers & Communication 4.5b) 4.6a) Electrical Power 4.6b) 4.7a) Equipment 4.7b) 4.8a) Exchanges 4.8b) 4.9a) Financial Services 4.9b) 4.10a) Food, Beverages & Tobacco 4.10b) 4.11a) Health Services 4.11b) 4.12a) Materials Handling 4.12b) 4.13a) Manufacturing 4.13b) 4.14a) Oil & Gas 4.14b) 4.15a) Packaging 4.15b) 4.16a) Professional Services 4.16b) 4.17a) Public Utilities 4.17b) 4.18a) Pulp & Paper 4.18b) 4.19a) Real Estate 4.19b) 4.20a) Retail 4.20b) 4.21a) Textiles & Clothing 4.21b) 4.22a) Trading 4.22b) 4.23a) Transport & Storage 4.23b) 4.24a) Waste Management, Pollution Control & Recycling 4.24b) 4.25a) Wholesale 4.25b) 4.26a) Other 4.26b)
4.Firstly in colomn 1, please indicate the type of industry in which your organization is operating. Then in colomn 2, specify the type of business in which your organization is operating.
Type of Industry
Type of Business
(for example: manufacture motors, distribute cement, food store, restaurant, shoe store, etc.)
4.1a) Agriculture, Forestry & Fishing
4.1b
4.2a) Automotive
4.2b
4.3a) Building, Construction & Civil Engineering
4.3b
4.4a) Chemicals
4.4b
4.5a) Computers & Communication
4.5b)
4.6a) Electrical Power
4.6b)
4.7a) Equipment
4.7b)
4.8a) Exchanges
4.8b)
4.9a) Financial Services
4.9b)
4.10a) Food, Beverages & Tobacco
4.10b)
4.11a) Health Services
4.11b)
4.12a) Materials Handling
4.12b)
4.13a) Manufacturing
4.13b)
4.14a) Oil & Gas
4.14b)
4.15a) Packaging
4.15b)
4.16a) Professional Services
4.16b)
4.17a) Public Utilities
4.17b)
4.18a) Pulp & Paper
4.18b)
4.19a) Real Estate
4.19b)
4.20a) Retail
4.20b)
4.21a) Textiles & Clothing
4.21b)
4.22a) Trading
4.22b)
4.23a) Transport & Storage
4.23b)
4.24a) Waste Management, Pollution Control & Recycling
4.24b)
4.25a) Wholesale
4.25b)
4.26a) Other
4.26b)
5.What type of credit service does your organization render? 5.1 Consumer Credit Yes No 5.2 Corporate Credit Yes No 5.3 Other
5.What type of credit service does your organization render?
5.1
Consumer Credit
5.2
Corporate Credit
5.3
6.Please indicate the following: 6.1 In your organization, what percentage of total assets constitutes debtors? % 1 - 9 % 10 - 20 % 21 - 29 % 30 - 39 % 40 - 49 Other
6.Please indicate the following:
6.1
In your organization, what percentage of total assets constitutes debtors?
% 1 - 9
% 10 - 20
% 21 - 29
% 30 - 39
% 40 - 49
6.2 In terms of your organization’s last financial year, what percentage of turnover constitutes bad debts? % 0.01 - 0.1 % 0.11 - 0.75 % 0.76 - 0.99 % 1 - 1.2 % 1.3 - 1.5 Other
6.2
In terms of your organization’s last financial year, what percentage of turnover constitutes bad debts?
% 0.01 - 0.1
% 0.11 - 0.75
% 0.76 - 0.99
% 1 - 1.2
% 1.3 - 1.5
A.General 7.Are you currently making use of a model with guidelines to assist you in managing the credit function strategically? Yes No
7.Are you currently making use of a model with guidelines to assist you in managing the credit function strategically?
8.Would you require such a framework, that could assist you in managing the credit function strategically? Yes No
8.Would you require such a framework, that could assist you in managing the credit function strategically?
9.Are the objectives of your credit department linked to the goals of your organization? Yes No
9.Are the objectives of your credit department linked to the goals of your organization?
B.Environmental Scanning 10.To what extent do you agree or disagree with the following statements? Statement Strongly disagree Disagree Agree Strongly agree 10.1 The good reputation of your credit personnel and their knowledge, relative to that of competitors might be a source of competitive advantage. 10.2 It is necessary for you as credit manager to have adequate knowledge of changes in the credit industry to enable you to recognize threats that may affect the future of the credit function. 10.3 Although you have no control over the macro-environment, you still need to monitor tendencies and developments in this environment to make the necessary adjustments to your credit strategy. C. Strategy Formulation 11.To what extent do you agree or disagree with the following statements? Statement Strongly disagree Disagree Agree Strongly agree 11.1 The main objective of your credit department is to contribute to the value of stakeholders. 11.2 In formulating a long-term strategy for your credit department, it is necessary to specify achievable objectives. 11.3 It is necessary to set guidelines for the development of credit- and collection policies when formulating a strategy for your credit department. D. Strategy Implementation 12.To what extent to you agree or disagree with the following statements? Statement Strongly disagree Disagree Agree Strongly agree 12.1 Implementing a strategy for your credit department is a process by which credit- and collection strategies and policies are put into action through the development of programs, budgets and procedures. 12.2 To implement a credit strategy, it is important to determine the key, routine activities that must be undertaken to provide the credit service. 12.3 The process of implementing a credit strategy involves a change of culture of the credit function in your organization.
10.To what extent do you agree or disagree with the following statements?
Statement
Strongly disagree
Disagree
Agree
Strongly agree
10.1
The good reputation of your credit personnel and their knowledge, relative to that of competitors might be a source of competitive advantage.
10.2
It is necessary for you as credit manager to have adequate knowledge of changes in the credit industry to enable you to recognize threats that may affect the future of the credit function.
10.3
Although you have no control over the macro-environment, you still need to monitor tendencies and developments in this environment to make the necessary adjustments to your credit strategy.
11.To what extent do you agree or disagree with the following statements?
11.1
The main objective of your credit department is to contribute to the value of stakeholders.
11.2
In formulating a long-term strategy for your credit department, it is necessary to specify achievable objectives.
11.3
It is necessary to set guidelines for the development of credit- and collection policies when formulating a strategy for your credit department.
12.To what extent to you agree or disagree with the following statements?
12.1
Implementing a strategy for your credit department is a process by which credit- and collection strategies and policies are put into action through the development of programs, budgets and procedures.
12.2
To implement a credit strategy, it is important to determine the key, routine activities that must be undertaken to provide the credit service.
12.3
The process of implementing a credit strategy involves a change of culture of the credit function in your organization.
13.Budget (costing) of your credit department programs includes: 13.1 the allocation of resources Yes No Do not know 13.2 the coordination of credit department operations Yes No Do not know 13.3 controlling the appropriation of credit funds Yes No Do not know 13.4 enabling managerial control of the credit department’s performance Yes No Do not know 13.5 Other
13.Budget (costing) of your credit department programs includes:
13.1
the allocation of resources
13.2
the coordination of credit department operations
13.3
controlling the appropriation of credit funds
13.4
enabling managerial control of the credit department’s performance
13.5
E. Strategy Evaluation and Controlling 14.Please indicate how much emphasis your credit department currently places on the evaluation and controlling of performance standards.
14.Please indicate how much emphasis your credit department currently places on the evaluation and controlling of performance standards.
No emphasis...1 2 3 4 5...A lot of emphasis
14.1 Emphasis is placed on the setting of performance standards 14.2 Emphasis is placed on the measurement of the actual performance 14.3 Emphasis is placed on the identification of deviations from the set standards 14.4 Emphasis is placed on the taking of corrective actions
14.1
Emphasis is placed on the setting of performance standards
14.2
Emphasis is placed on the measurement of the actual performance
14.3
Emphasis is placed on the identification of deviations from the set standards
14.4
Emphasis is placed on the taking of corrective actions
15.Please indicate to which extent you are aware of, familiar with or using the methods listed below, to evaluate and control performance standards in your credit department. Aware of Aware of but not familiar with Familiar but have never used Currently use method or have used it in the past 15.1 Balanced-Scorecard method 15.2 Shareholder Value method 15.3 Benchmarking 15.4 Management by Objectives (MBO) 15.5 Total Quality Management (TQM) 15.6 Other
15.Please indicate to which extent you are aware of, familiar with or using the methods listed below, to evaluate and control performance standards in your credit department.
Aware of
Aware of but not familiar with
Familiar but have never used
Currently use method or have used it in the past
15.1
Balanced-Scorecard method
15.2
Shareholder Value method
15.3
Benchmarking
15.4
Management by Objectives (MBO)
15.5
Total Quality Management (TQM)
15.6
Take note: Question 16 is based on the CURRENT situation. Question 17 is based on the FUTURE situation. A. Current strategic credit management education and training 16.1Which institution in SA, (that you are aware of), currently offers a course or qualification in Strategic Credit Management? a ICM (Institute of Credit Management) b Damelin c IOB (Institute of Bankers) d A University (name of University) e A Technikon (name of Technikon) f A Technical College (name of Technical college) g Other h Not aware of any institution
Take note:
Question 16 is based on the CURRENT situation. Question 17 is based on the FUTURE situation.
16.1Which institution in SA, (that you are aware of), currently offers a course or qualification in Strategic Credit Management?
ICM (Institute of Credit Management)
Damelin
IOB (Institute of Bankers)
A University (name of University)
A Technikon (name of Technikon)
A Technical College (name of Technical college)
h
Not aware of any institution
16.2What type of Strategic Credit Management course or qualification does this Institution, as mentioned in 16.1, currently offer? a 1-5 day Workshop b 3-month Certificate c 1-year Certificate d 3-month Diploma e 1-year Diploma f Other
16.2What type of Strategic Credit Management course or qualification does this Institution, as mentioned in 16.1, currently offer?
1-5 day Workshop
3-month Certificate
1-year Certificate
3-month Diploma
1-year Diploma
16.3At what NQF (National Qualification Framework) level is this course or qualification, as mentioned in 16.2, currently being offered? NQF 4 = matric /FETC NQF 5 = Foundational Certificate (one-year after matric) NQF 6 = Diploma after matric (two-years after matric) NQF 7 = First Bachelors Degree (three years after matric) a NQF 5 b NQF 6 c NQF 7 d Other
16.3At what NQF (National Qualification Framework) level is this course or qualification, as mentioned in 16.2, currently being offered?
NQF 4 = matric /FETC NQF 5 = Foundational Certificate (one-year after matric) NQF 6 = Diploma after matric (two-years after matric) NQF 7 = First Bachelors Degree (three years after matric)
NQF 5
NQF 6
NQF 7
16.4Which typical topics are currently being addressed in this course or Qualification, as mentioned in 16.2
B. Desired Future Strategic Credit Management Education and Training
17.1In the future, which institution should offer a course or qualification in Strategic Credit Management? a ICM (Institute of Credit Management) b Damelin c IOB (Institute of Bankers) d A University (name of University) e A Technikon (name of Technikon) f A Technical College (name of Technical college) g Other
17.1In the future, which institution should offer a course or qualification in Strategic Credit Management?
17.2What type of Strategic Credit Management course or qualification should this Institution, as mentioned in 17.1, offer in the future? a 1-5 day Workshop b 3-month Certificate c 1-year Certificate d 3-month Diploma e 1-year Diploma f Other
17.2What type of Strategic Credit Management course or qualification should this Institution, as mentioned in 17.1, offer in the future?
17.3At what NQF (National Qualification Framework) level should this course or qualification, as mentioned in 17.1 and 17.2, be offered in the future? NQF 4 = matric /FETC NQF 5 = Foundational Certificate (one-year after matric) NQF 6 = Diploma after matric (two-years after matric) NQF 7 = First Bachelors Degree (three years after matric) a NQF 5 b NQF 6 c NQF 7 d Other
17.3At what NQF (National Qualification Framework) level should this course or qualification, as mentioned in 17.1 and 17.2, be offered in the future?
17.4Which topics should this course or qualification, as mentioned in 17.2, address in the future?
C. Desired outcomes for future courses/qualifications in strategic credit management 18.The objective of the following five questions is to determine five desired outcomes that a person in your position would require when attending a course in strategic credit management.
18.The objective of the following five questions is to determine five desired outcomes that a person in your position would require when attending a course in strategic credit management.
18.1)What should the student know about managing the credit function strategically? An informed understanding of the important terms, rules, concepts and principles of managing a credit function strategically An sound understanding of the important terms, rules, concepts and principles of managing a credit function strategically An coherent and critical understanding of the important terms, rules, concepts and principles of managing a credit function strategically
18.1)What should the student know about managing the credit function strategically?
An informed understanding of the important terms, rules, concepts and principles of managing a credit function strategically
An sound understanding of the important terms, rules, concepts and principles of managing a credit function strategically
An coherent and critical understanding of the important terms, rules, concepts and principles of managing a credit function strategically
18.2)What type of problems should you be able to solve? An ability to use your knowledge to solve well-defined problems both routine and unfamiliar within a familiar context. An ability to solve well-defined but unfamiliar problems using correct procedures and appropriate evidence. An ability to deal with unfamiliar concrete and abstract problems and issues using evidence-based solutions and theory-driven arguments.
18.2)What type of problems should you be able to solve?
An ability to use your knowledge to solve well-defined problems both routine and unfamiliar within a familiar context.
An ability to solve well-defined but unfamiliar problems using correct procedures and appropriate evidence.
An ability to deal with unfamiliar concrete and abstract problems and issues using evidence-based solutions and theory-driven arguments.
18.3)How should you gather information – and how should you interact with it? An ability to interpret, convert and evaluate text (manuals, written instructions) and operational symbols. A critical and synthesis of information; presentation of information using basic information technology. Well-developed information skills; critical analysis and synthesis of quantitative and qualitative data, presentation skills following prescribed formats, using IT skills appropriately.
18.3)How should you gather information – and how should you interact with it?
An ability to interpret, convert and evaluate text (manuals, written instructions) and operational symbols.
A critical and synthesis of information; presentation of information using basic information technology.
Well-developed information skills; critical analysis and synthesis of quantitative and qualitative data, presentation skills following prescribed formats, using IT skills appropriately.
18.4)How should you be able to communicate? Ability to communicate information coherently using basic conventions of a professional discourse reliably in writing and verbally. Ability to communicate critical information using basic conventions of a professional discourse reliably in writing and verbally. Ability to present and communicate information and your own ideas and opinions in well-structured arguments, showing an awareness of audience and using the professional discourse appropriately.
18.4)How should you be able to communicate?
Ability to communicate information coherently using basic conventions of a professional discourse reliably in writing and verbally.
Ability to communicate critical information using basic conventions of a professional discourse reliably in writing and verbally.
Ability to present and communicate information and your own ideas and opinions in well-structured arguments, showing an awareness of audience and using the professional discourse appropriately.
18.5)How independent should you be in their learning? A capacity to take responsibility for your own learning within a supervised environment. Evaluate your own performance against given criteria. A capacity to evaluate your own learning and identifying your learning needs within a structured environment. A Capacity to assist others with identifying learning needs. A capacity to operate in variable and unfamiliar learning contexts, requiring responsibility and initiative. An ability to effectively interact in a learning group.
18.5)How independent should you be in their learning?
A capacity to take responsibility for your own learning within a supervised environment. Evaluate your own performance against given criteria.
A capacity to evaluate your own learning and identifying your learning needs within a structured environment. A Capacity to assist others with identifying learning needs.
A capacity to operate in variable and unfamiliar learning contexts, requiring responsibility and initiative. An ability to effectively interact in a learning group.
19.Indicate which learning method your credit department would prefer: .19.1 Face-to-face learning .19.2 Web-based learning (on-line) .19.3 Combination of face-to-face and web-based learning .19.4 Other
19.Indicate which learning method your credit department would prefer:
.19.1
Face-to-face learning
.19.2
Web-based learning (on-line)
.19.3
Combination of face-to-face and web-based learning
.19.4
.