Business and Investment Center

One day, the businessmen will meet a problem in developing their story of the business. It is whether the story pieces do not add up or the story is not believable. Failure to virtually link the elements into a coherent plan also contributes to an incomplete story. Because the parts and pieces are not interconnected there is no coordinated, disciplined implementation. It is possible to actually have the elements working against each other. For example, values may contradict the philosophy. The vision and mission could be disconnected. Principles could be developed that cancel each other. These disconnected behaviors cause customers and employees to hold the company management suspect. They sense something is not right or it is just not working.

Another equally fatal flaw in telling a story is to be incongruent. In that case, it is when the story isn’t believable. For example, you claim to love customers then treat them badly. You claim to value employees yet they become targets of opportunity for reengineering or downsizing, even in good times. You profess to provide the best products in your industry yet they don’t work as advertised. People are astute and getting smarter. They pick up on the fact you don’t live your own company hype. Your story simply isn’t believable. Consider public awareness of a company’s environmental protection position. Let one incident occur then watch the media has a field day with the inconsistencies. Politicians suffer the same fate when they make public promises they cannot keep. They become inconsistent with their story, telling each special interest group what the group needs to hear.

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Many businesses and professionals are fully dedicated to the services they provide or the products they sell. At some smaller companies, there is much less interest in, and sometimes inadequate attention paid to, billing customers and collecting the money—tasks that keep the whole enterprise afloat. Even when a company is fully prepared to send bills and collect revenues with well-trained staff and state-of-the-art systems, it might not make economic sense to do so.

The job of the independent billing service is existed to devote full attention to accounts receivable as needed, which eliminates the need for a company to hire and pay salary and benefits for a full-time employee. Your basic pitch is this: Your services as an outside billing agency will cost less than doing the work in house, and/or your agency will do a better job of managing receivables (and working with a collection agency when necessary). If you can’t make that claim, you have no appeal to the client. You can also appeal to small businesses that have suffered from turnover in their billing departments; you should be able to promise that services will be standardized and available every business day of the week.

In other side, the job of the independent billing service also works to aggregate accounts and take over billing for products and services, to collect payments and post them to proper accounts, to monitor accounts receivable and report to client about any problematic customers, and work with collection agencies when appropriate.

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