We are scared to remind big customers
Identify the largest overdue accounts and dates of last contact. Use what you find to change the way this work is handled this week.
This is one cause behind related problems such as Small balances stay open for months. Fear of losing the account means the biggest dues get the softest follow-up. The checks below concentrate on this cause rather than repeating the full symptom diagnosis. The accounts or collection coordinator usually hears about this through a phone call or a last-minute request. Fear of losing the account means the biggest dues get the softest follow-up. A usable fix starts with evidence and one person accountable for the next decision.
What it looks like
- The accounts or collection coordinator has to search the customer ledger and bill-wise ageing report before answering a routine question.
- Fear of losing the account means the biggest dues get the softest follow-up.
- Staff cannot locate the invoice, bank receipt, customer statement and agreed promise for the latest case.
- People spot the gap after a customer balance remains unresolved while cash planning assumes payment.
- The open case has no documented owner, due date or proof of closure.
Why it happens
The specific failure is left unchecked. Fear of losing the account means the biggest dues get the softest follow-up. If there is no recorded owner for that condition, the effect travels to the next team.
The work and its evidence move separately. A customer balance is visible in accounts but the last promise, dispute and contact may sit with sales.
A later hand-off exposes the gap. Forecast receipts are sometimes treated as certain even while bank allocation and customer confirmation remain outstanding.
The less obvious cause: A control may exist on paper but still fail in practice. Test whether someone actually performs this check: read account manager notes on why reminders were avoided.
Find the first failed hand-off before changing staff targets. A completed register alone cannot prove that physical work happened.
What to check first
- Identify the largest overdue accounts and dates of last contact. Compare dates, quantities and references. Mark an unconfirmed difference as unverified. Finish the first pass in under 30 minutes and name the missing source if needed.
- Read account manager notes on why reminders were avoided. Record the affected item or party and the person who can verify the detail. Finish the first pass in under 30 minutes and name the missing source if needed.
- Compare actual payment promises with informal verbal assurances. Mark each exception open, waiting for evidence or resolved, with a named next owner. Finish the first pass in under 30 minutes and name the missing source if needed.
How to fix it
- Start with one live case. Identify the largest overdue accounts and dates of last contact. Keep the source reference before changing the record.
- Make the control explicit. Set a respectful reminder cadence for strategic accounts. Put the rule in the register or sheet that staff already use.
- Set a second guardrail. Escalate by fact, amount and age instead of personal pressure. Separate cash received from money only promised. Confirm the correct invoice and dispute before increasing pressure on a customer.
- Assign the next decision. The accounts or collection coordinator records the action and its due date. A separately authorised person signs off changes affecting money, safety or customer terms.
- Review the open list. Start with items affecting today or tomorrow. Keep third-party commitments separate from completed actions.
- Check whether the rule holds. For four weeks, count overdue undisputed amount and promises missed. Reopen repeat cases and identify where the control failed.
Copy this bill-wise collections and promise register into a register or sheet:
| Reference / item | What went wrong | Evidence checked | Action owner | Promised date | Status / decision |
|---|---|---|---|---|---|
| P090 (example) | afraid to remind big customers | Identify the largest overdue accounts and dates of last contact | Accounts or collection coordinator | Set at review | Open |
Retain the source reference and limit access to authorised staff.
A worked example
Illustrative example only. A key customer owes ₹12 lakh and receives no statement for 60 days. Start by locating the source that would verify these amounts or quantities. The accounts or collection coordinator records the exact exception, gives it an owner and checks the next relevant event. This example shows how to structure the decision. It does not claim that a business achieved a saving or avoided a loss.
How you know it is fixed
- Completeness: Count overdue undisputed amount and promises missed at the same time every week. Record the count and the oldest item, rather than just saying things are better.
- Timeliness: Check whether the assigned person took the next action before the agreed cut-off. Keep missed dates visible instead of replacing them silently.
- Proof of closure: Sample three closed cases and locate the invoice, bank receipt, customer statement and agreed promise. A tick without supporting evidence is still an open control gap.
When it is more serious
Single-customer exposure threatens solvency and needs management review. Hold irreversible decisions until the material facts are verified. For contracts, tax, wages or legal rights, retain source documents and consult a qualified adviser. Repeated exceptions after four reviews may require changing the control.
This works if someone does it every day. In most businesses, that someone is you.
Questions people ask
What should we check before taking action?
Identify the largest overdue accounts and dates of last contact. Keep its date and reference. Then compare it with the invoice, bank receipt, customer statement and agreed promise; if they disagree, record the difference before changing either one.
Who should own the next action?
The accounts or collection coordinator should own the open item. The person authorised to change money, a technical standard or a customer commitment must still approve that decision.
Can we run this control without new software?
No. Start with a shared sheet or register containing the reference, owner, promised date, status and evidence. Once those fields are reliable, decide whether a system connection is worth setting up.
When is the issue serious enough to escalate?
Single-customer exposure threatens solvency and needs management review. Keep supporting records and get specialist help where relevant.