Masonry Magazine October 1964 Page. 12
Credit
Corner
By
William E. Locke
During the 13 years I have been in professional practice as a Credit Management Consultant, I have been deeply concerned to find so many business owners and managers with conservative operating instincts, and various profit making ideas and schemes, who feel compelled to apologize for them when it comes to pushing delinquent receivables for payment. I have found many small and big business leaders leaning over so far backward to ease the pain of having to collect from debtors they practically fall over on their backsides. Why, I'll never know. A debtor is either going to pay his bill-or fail to pay. Sometimes, a debtor will take longer than necessary to pay because of a God given incident that copells him to as kfor more time, but the creditor is certainly within his right to know why he isn't being paid. Human problems must be understood.
One client of mine, a small businessman in a small town writes, "My accounts receivable have been one of my biggest worries, and write offs have run high. Until now many charges have gone on my books with insufficient knowledge of the recipient. The result has been high collection costs or a complete charge off. Everyone side-stepped the responsibility of credit aproval and collecting, and it usually fell on my shoulders to do the job when I was the busiest." This man has added a profitable credit policy to his long established conservative and profit making policies. Since his letter was written he has built a new building, and has expanded, proving that credit department standards helped to build business. They invite good credit business. He adds, "Now I have a standard businesslike procedure for granting credit, and it's all handled by my office staff."
A collection agency man told me just recently, "If it weren't for small businessmen, and their failure to take time to grant credit properly and collect delinquents, we would have a hard time making money." I agree. I once operated a collection agency.
It's been my experience that the smaller the operator the less he knows about the many faces of credit management. He can learn, however, if he wishes to be paid for what he sells.
Bill is known nationally as a Credit Management expert, and has taught hundreds of firms, contractors among them, how to increase sales, and how to improve credit granting and collection methods by on the job training. No collection agency is involved. For details write him direct. He will also answer your credit department questions, and questions of management related to credit, in this column and direct. Wm. E. Locke, 3401 Balboa St., San Francisco, Calif. 94121.
Also, Bill is a professional writer and will send you a copy of his "Credit Managers Notebook" on a 10-day free trial. Copy of this widely used credit department procedure only $12.50.
Build New Plant
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these kilns for added building lime production.
The new plant is designed to produce 350 tons of quicklime per day and to process it into sizes from 1½ in. pebbles down to 100% minus 300 mesh which is finer than face powder. Ohio Lime Company's engineering staff designed the project with the help of equipment manufacturers, and the kiln design itself was prepared by Traylor Engineering Company.
Stone will come from its existing quarry and stone plant which is capable of producing the added tonnage, and firing of the stone will be done thru the use of coal. To produce 350 tons of quicklime requires the use of 700 tons of stone per day and approximately 70 tons of coal per day.
It is expected that the plant will be in operation in the early summer of 1965.
Henry, Sell Appointed
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with the sale of construction equipment and will direct the activities of all Kwik-Mix district representatives. Sell is responsible for all internal sales activities as Manager of Sales Admininstration. In addition, he will direct certain areas of sales planning, advertising and sales promotion, product planning and training.