The small business credit crunch has justifiably been one of the primary news themes during the recession and slow recovery. And while stingy, risk-adverse credit behavior from banks and lenders is often labeled as the primary culprit, some small business owners may actually be exacerbating the credit crunch, albeit more due to ignorance than intentionally bad habits. Cortera, a community based business credit bureau, publishes a monthly index on small business credit behavior – trends on A/R and payment activities – and the data continues to show that small businesses have become increasingly delinquent in paying bills in a timely manner. You could say such behavior is a result of dwindling cash due to less access to credit, but it’s also a result of well intentioned efforts to extend working capital by holding cash as long as possible. Unfortunately, such behavior is hurting their credit viability, making it even harder to secure loans and credit lines. So just how can businesses maximize the limited capital they have while improving their credit rating? Here are three simple tips:

1. Get Your Suppliers Involved – they’ll love you for it. If you are financially healthy and meeting your own profitability goals, your suppliers and vendors will obviously benefit as you grow and thrive. Encourage them to report to the major credit bureaus (Dun & Bradtsreet, Experian, Equifax and Cortera) so that you get credit (no pun intended) for regularly paying your bills on time.
2. Pay Your Vendors and Suppliers on Time – it might even save you money. Sounds simple, but if you are not paying your bills in a timely manner it will negatively impact your business credit report and will eventually hurt your ability to obtain business credit in the future. Many vendors also provide discounts if you pay early, so if you get in a cash flow habit of paying before the invoice is due, you’ll often save 2% or more off your invoice.
3. Communicate, Communicate, and Communicate. Whether you are extremely profitable with plenty of cash on hand or struggling to pay your next invoice, keeping your suppliers in the loop goes a long way in negotiating your terms. Never go completely dark and stop returning inquiries. And never stretch out payments without being up front and transparent with your suppliers as to why you may need to pursue such a tactic. This will alienate your suppliers and could lead them to cut you off completely, further handcuffing your business and potentially causing you even more pain.

Obviously these are only three of many best practices. Have other ideas or tips? We’d love to hear from you.

When we launched the Cortera Credit Exchange our primary goal (it still is) was to drastically augment the amount of information available on private companies by expanding the information sharing between credit grantors of all forms. I’m happy to report that we are seeing that exact behavior every day. Another intriguing trend is one that mirrors what we, as consumers, have seen since the introduction of reviews and ratings features across product and service sites: Enthusiastic participation when it comes to their worst experiences. In our case, we’re seeing a lot of activity around the reporting of businesses worst payers—their deadbeats. In the traditional world of business credit reporting, a credit bureau should achieve the same goal, but it can take weeks for the deadbeat tradeline to show up on a credit report.

Obviously in this economy, as I have reported in the past, there continues to be a large and growing group of companies well beyond their terms. Collectors are turning to the Exchange to report their deadbeats and notify the debtor that they have been publicly reported online. It seems simple, but in a world where everyone is online and reputations are everything, this technique could be just the approach that will get your money in the door. Here is a sample of some of the more colorful ones we’ve seen over the last few weeks:

• “Pays a fraction of balance. Watch this company they must bounce from provider to provider.”
• “This company does not pay subcontractors on commercial projects. They have numerous lien and foreclosure actions in the state of Colorado.”
• “Still working with Owner to settle this account. I am hopeful since we started at $70,000 and are down to $13,500.00. Will not do business with them again.”
• “The A/P dept and Office Mgr. refuse to talk to me or return emails and Voice mails. The owner/Pres. also refuses to reply to emails and voice mail.”
• “Sitting in a receivership right now. These clowns do not pay anyone promptly. Have successfully fought off a mechanics lien against the company in July 09. Currently 91 days past due, and an active litigation, every single payment has required collections activity to get paid.”

Have a few deadbeats in your customer portfolio? Report them here – it will feel good (trust me).

The S&P is up over 50% since its March 2009 lows and yet for most of us, the leading indicators and large company earnings seem to defy the reality on Main Street. Newsweek offered a view on why such a gap may exist – and some indicators are emerging to focus on small business sentiment — but the fact remains that most prominent economic indicators fail to paint a true view of Main Street conditions. Last month we started publishing a small business index that takes a shot at filling the gap. Based on same criteria lenders and businesses use for determining credit viability, the SBI provides a view into the cash flow on Main Street. And just as Newsweek paints the picture of the Wall Street – Main St gap, the Cortera SBI™ shows increasingly divergent behaviors between the largest of businesses and the nation’s millions of small companies.

The result is a one sided recovery. The latest data shows that while big businesses have returned to their pre-recession levels of two years ago, small business still remain over 28% higher (paying bills later) than our October ’07 report numbers. Simply put, small businesses are still paying slower than big businesses in an effort to manage their cash flow. Without any additional forms of lending at their disposal, slowing payments is their last resort. The gap, while narrowing slightly in our October Report, still stands at over 38% slower for small businesses as compared to big businesses.

A few weeks ago I attended a credit group meeting that I help manage with a NACM affiliate. Like many credit groups, we gather 2-3 times a year to discuss a list of submitted customer accounts from the various members. Meetings for these offline professional social networks follow a straightforward process. The accounts are grouped together in a spreadsheet so that each member can see their most recent trade with a specific customer as well as others in the credit group. The group leader then moves through the accounts and discussion ensues, as necessary, covering a range of insights. The process is remarkably efficient and more importantly, the information shared is unlikely to ever show up on a credit report – which is really the whole reason such credit groups exist.

What made this particular meeting standout for me was that for the first time in memory, there were a handful of new members that had never been to this credit group (or any other) before. When a curious but slightly timid newcomer was tapped to discuss one of his accounts first, he requested “Can someone else go first? I’ve never been to one of these – I want to learn how it works.” It was a reminder to veterans that while this may be an essential part of how they do their job, the process of sharing such information – and the realization of resulting benefits – is something that needs to be experienced to be fully understood. Following the meeting, a 30-year veteran of the group recalled his initial experience and why he’s remained committed to collective information sharing throughout his career. Put simply, he felt like it was his duty to pass along his knowledge, techniques and even his network to the next generation, just as the previous generation had done the same for him. And he credited the group and extended network of contacts it has created with an ongoing ability to perform his job at a superior level.

And therein lies the key to such networks — why members remain so committed. Credit and collections decisions are a year-round effort. On the one hand, such meetings provide a period, invaluable opportunity to gain insights that simply don’t show up on a standard business credit report. But equally if not more importantly, they offer the opportunity to broaden a network of peers who can provide similar insight on a when-needed basis.

Given such the added benefits at a time when so many businesses are looking to reduce risks and improve cash flow, we want to know: Are you seeing an uptick in membership and participation in your credit groups? Are you joining new ones? Do you find yourself tapping into such networks more often? We’d love to hear from you. How are you leveraging your credit network?

After four consecutive months of improvement in our Supply Chain Index numbers the October 2009 Report shows a reversal to levels not seen since early 2009. While this might be a cause for concern, this increase is likely part of a normal seasonal trend that we have tracked for several years now. Corporate slowing of payments to their suppliers is common for companies managing their working capital during the holiday season. The SCI spike, which occurs each fall season, typically comes back down following the increase in cash received during the holidays, as retailers and distributors pay debts owed to the manufacturers.

However, we usually see this cycle of jumps in DBT in November and December—this year we are two months early. The question is why the early move? We could be seeing the impact of big businesses using their market weight and strong cash position to push out payments. Given this growing cash hoard by large companies, the movement in the SCI could be showing a fading confidence in the recovery. Or we could be seeing the effects of tight credit markets for small businesses forcing them to manage their cash flow by slowing payments to their suppliers to make it through the holiday season.

With a mix of news hitting every day it is fair to say the economy is trying to find a steady course. The most recently released October 2009 Manufacturing ISM Report On Business supports the case of economic recovery as manufacturers – the early stage supply chain stakeholders — have increased output ahead of the holiday season and appear to be more confident in consumer spending. Yet today’s bankruptcy of CIT and concerns about consumer spending argue that we are in for a longer recovery. The next few months of data will bring further clarity.

A few highlights from this month’s SCI data:

• Comparing the September 2007 (6.8 days) numbers to the September 2009 (9.56 days) numbers and you’ll see that the Supply Chain Index is ~40% higher
• Commercial accounts receivable debt greater than 30 days past due is also 50% higher than September 2007
• We’ll be watching closely to see if the 2009/2010 holiday season matches past cycles, with DBT quickly dropping back to pre-holiday levels