{"id":13902,"date":"2015-11-24T10:54:06","date_gmt":"2015-11-24T09:54:06","guid":{"rendered":"https:\/\/acc.creditexpo.be\/\/?post_type=creditex_artikel&p=13902"},"modified":"2017-06-06T11:24:41","modified_gmt":"2017-06-06T09:24:41","slug":"le-credit-management-ne-gere-pas-des-risques-mais-des-opportunites","status":"publish","type":"post","link":"https:\/\/acc.creditexpo.be\/fr\/le-credit-management-ne-gere-pas-des-risques-mais-des-opportunites\/","title":{"rendered":"Le credit management ne g\u00e8re pas des risques, mais des opportunit\u00e9s"},"content":{"rendered":"

L\u2019Instituut Voor Kredietmanagement (IVKM) a men\u00e9 \u00e0 bien son premier salon Credit Expo. Une initiative louable, bien organis\u00e9e, dont les nombreux stands ont suscit\u00e9 un grand int\u00e9r\u00eat. <\/span><\/p>\n

J\u2019en ressors pourtant avec des sentiments mitig\u00e9s : apr\u00e8s un quart de si\u00e8cle, le principal changement intervenu dans le monde du credit management semble se r\u00e9sumer \u00e0 l\u2019arriv\u00e9e de l\u2019ordinateur, et \u00e0 pr\u00e9sent de l\u2019icloud. Comme si le credit management \u00e9tait synonyme de recouvrement de cr\u00e9ances.<\/p>\n

Ceci contraste fortement avec les conclusions publi\u00e9es dans l\u2019enqu\u00eate Graydon-IVKM sur l\u2019utilisation des donn\u00e9es dans le cadre du credit management<\/a><\/strong>. De nombreux r\u00e9pondants s\u2019attendent \u00e0 de grands changements dans le contenu des t\u00e2ches du credit management et observent une \u00e9volution fondamentale.<\/p>\n

Et pourtant, le credit management reste essentiellement un \u00eelot dans l\u2019entreprise. Ses t\u00e2ches se limitent \u00e0 r\u00e9duire les d\u00e9lais moyens de paiement (DSO<\/a><\/strong> en anglais) et de pr\u00e9venir les risques. Certes, le credit manager actuel se r\u00e9jouit de l\u2019\u00e9volution en cours au niveau des donn\u00e9es, mais il continue \u00e0 les utiliser dans une optique d\u00e9fensive : r\u00e9duire le plus possible les risques d\u2019entreprise. Il pratique en somme le risk management. De vieilles id\u00e9es simplement toilett\u00e9es.<\/p>\n

\u00c9quilibre entre l\u2019int\u00e9r\u00eat financier et l\u2019int\u00e9r\u00eat commercial<\/strong><\/p>\n

Le credit management devrait poursuivre bien d\u2019autres objectifs que simplement pr\u00e9venir des faillites<\/a><\/strong>. Tout son art consiste en premier lieu \u00e0 garantir la poursuite des affaires le plus longtemps possible et m\u00eame \u00e0 les stimuler activement. Motiver chaque maillon du processus commercial \u00e0 tendre vers des ventes rentables et r\u00e9currentes. Un art exerc\u00e9 tout \u00e0 la fois pr\u00e9ventivement et offensivement, donc d\u00e8s la prospection commerciale.<\/p>\n

Une approche entrepreneuriale performante consiste donc \u00e0 trouver l\u2019\u00e9quilibre entre l\u2019int\u00e9r\u00eat financier et l\u2019int\u00e9r\u00eat commercial. Un bon credit manager doit en effet soutenir totalement aussi bien la gestion des d\u00e9biteurs que les initiatives commerciales.<\/p>\n

Le credit management produit une synergie<\/strong><\/p>\n

Le credit management doit en premier lieu assurer une parfaite synergie entre les exigences commerciales d\u2019une entreprise et ses objectifs financiers. Le contr\u00f4leur des d\u00e9biteurs<\/a><\/strong>, le credit controller<\/a><\/strong> ou le credit manager<\/a>\u00a0<\/strong>op\u00e8re donc dans le prolongement des activit\u00e9s aussi bien du d\u00e9partement commercial que du d\u00e9partement financier. Il ne peut \u00eatre dissoci\u00e9 d\u2019aucun des deux. Nous nous pla\u00e7ons ici au niveau de la strat\u00e9gie de l\u2019entreprise.<\/p>\n

Le credit management s\u2019apparente aujourd\u2019hui \u00e0 du risk management. Il doit \u00e9voluer vers l\u2019opportunity management, c\u2019est-\u00e0-dire participer activement \u00e0 la recherche d\u2019opportunit\u00e9s commerciales et rentables. L\u2019opportunity manager recherchera donc les meilleures mani\u00e8res de faire des affaires. Une autre option ram\u00e8nera la conduite d’affaires au choix de \u00ab faire des affaires ou de ne pas en faire \u00bb.<\/p>\n

Il ne manque pas d\u2019opportunit\u00e9s<\/strong><\/p>\n

Cette situation id\u00e9ale est-elle possible ? Les int\u00e9r\u00eats sont-ils si oppos\u00e9s ? N\u2019est-il pas vrai que si un credit manager pouvait indiquer au vendeur les clients ou m\u00eame les prospects en grandes difficult\u00e9s financi\u00e8res, chacun s\u2019en porterait mieux ? Ou mieux encore : si le credit manager devenait un opportunity manager, il montrerait au vendeur la voie des clients sains offrant des perspectives de croissance. Malgr\u00e9 la crise, plus de 70 % des entreprises sont toujours tr\u00e8s prosp\u00e8res. Pourquoi donc faudrait-il prospecter les mauvais clients ? Il ne manque pas d\u2019opportunit\u00e9s<\/a><\/strong>.<\/p>\n

Le vendeur ne ferait-il pas mieux d\u2019investir son \u00e9nergie de prospection aupr\u00e8s des clients qui sont en bonne sant\u00e9 financi\u00e8re ? Ne d\u00e9velopperait-il pas ainsi un portefeuille de clients plus stable et donc plus rentable ? Le vendeur-prospecteur ne gagnerait-il pas de la sorte davantage de commissions, de rentr\u00e9es sonnantes et tr\u00e9buchantes ? Ce qui profiterait \u00e9galement \u00e0 l\u2019entreprise ? O\u00f9 se situent donc les int\u00e9r\u00eats oppos\u00e9s ?<\/p>\n

Une approche individuelle est n\u00e9cessaire pour d\u00e9cider de cas concrets, mais manquera de force et de vision. Une approche individuelle est utile pour mettre en \u0153uvre la politique g\u00e9n\u00e9rale, mais elle ne peut en aucun cas servir de base \u00e0 son d\u00e9veloppement, car elle ne donne \u00e0 aucun moment une image globale de la qualit\u00e9 du portefeuille de clients et de prospects. Les syst\u00e8mes de scoring qualitatif et analytique sont essentiels \u00e0 cet \u00e9gard. Avec la masse de donn\u00e9es actuelle, coupl\u00e9e \u00e0 la puissance des instruments d\u2019analyse, l\u2019on peut d\u00e9velopper des mod\u00e8les de pr\u00e9diction<\/a><\/strong> performants qui identifient les possibilit\u00e9s de croissance.<\/p>\n

Source: Graydon Blog<\/a><\/strong><\/p>\n","protected":false},"excerpt":{"rendered":"

L\u2019Instituut Voor Kredietmanagement (IVKM) a men\u00e9 \u00e0 bien son premier salon Credit Expo. Une initiative louable, bien organis\u00e9e, dont les nombreux stands ont suscit\u00e9 un grand int\u00e9r\u00eat. J\u2019en ressors pourtant avec des sentiments mitig\u00e9s : apr\u00e8s un quart de si\u00e8cle, le principal changement intervenu dans le monde du credit management semble se r\u00e9sumer \u00e0 l\u2019arriv\u00e9e […]<\/p>\n","protected":false},"author":7,"featured_media":13286,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[43,49],"tags":[],"class_list":["post--13902","post","post--type-post","post--status-publish","post--format-standard","post--has-post-thumbnail","post--hentry","post--category-general","post--category-recouvrement"],"acf":[],"yoast_head":"\nLe credit management ne g\u00e8re pas des risques, mais des opportunit\u00e9s - Credit Expo Belgi\u00eb<\/title>\n<meta name=\"description\" content=\"L\u2019Instituut Voor Kredietmanagement (IVKM) a men\u00e9 \u00e0 bien son premier salon Credit Expo. 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