All of the following are common methods of financing a new business except _____.

All of the following are common methods of financing a new business except _____.

Don’t lose potential business to competitors by overlooking different payment options which could be attractive to your international buyer. Explore several payment methods and find the one best suited to your needs.

[21MB]

Many American businesses new to selling U.S. products overseas expect or prefer to be paid in full in advance. While there is zero risk of non-payment if you do business this way, you risk losing business by overlooking competitors willing to offer buyers better payment options. Consider more attractive payment methods as outlined in this article and accompanying videos.

To succeed in today’s global marketplace and win sales against foreign competitors, exporters must offer their customers attractive sales terms supported by the appropriate payment methods. Because getting paid in full and on time is the ultimate goal for each export sale, an appropriate payment method must be chosen carefully to minimize the payment risk while also accommodating the needs of the buyer. As shown in figure 1, there are five primary methods of payment for international transactions. During or before contract negotiations, you should consider which method in the figure is mutually desirable for you and your customer.

All of the following are common methods of financing a new business except _____.

Key Points

  • International trade presents a spectrum of risk, which causes uncertainty over the timing of payments between the exporter (seller) and importer (foreign buyer).
  • For exporters, any sale is a gift until payment is received. 
  • Therefore, exporters want to receive payment as soon as possible, preferably as soon as an order is placed or before the goods are sent to the importer.
  • For importers, any payment is a donation until the goods are received.
  • Therefore, importers want to receive the goods as soon as possible but to delay payment as long as possible, preferably until after the goods are resold to generate enough income to pay the exporter.

Cash-in-Advance

With cash-in-advance payment terms, an exporter can avoid credit risk because payment is received before the ownership of the goods is transferred. For international sales, wire transfers and credit cards are the most commonly used cash-in-advance options available to exporters. With the advancement of the Internet, escrow services are becoming another cash-in-advance option for small export transactions. However, requiring payment in advance is the least attractive option for the buyer, because it creates unfavorable cash flow. Foreign buyers are also concerned that the goods may not be sent if payment is made in advance. Thus, exporters who insist on this payment method as their sole manner of doing business may lose to competitors who offer more attractive payment terms. Learn more about Cash-in-Advance.

Letters of Credit

Letters of credit (LCs) are one of the most secure instruments available to international traders. An LC is a commitment by a bank on behalf of the buyer that payment will be made to the exporter, provided that the terms and conditions stated in the LC have been met, as verified through the presentation of all required documents. The buyer establishes credit and pays his or her bank to render this service. An LC is useful when reliable credit information about a foreign buyer is difficult to obtain, but the exporter is satisfied with the creditworthiness of the buyer’s foreign bank. An LC also protects the buyer since no payment obligation arises until the goods have been shipped as promised. Learn more about Letters of Credit.

Documentary Collections

A documentary collection (D/C) is a transaction whereby the exporter entrusts the collection of the payment for a sale to its bank (remitting bank), which sends the documents that its buyer needs to the importer’s bank (collecting bank), with instructions to release the documents to the buyer for payment. Funds are received from the importer and remitted to the exporter through the banks involved in the collection in exchange for those documents. D/Cs involve using a draft that requires the importer to pay the face amount either at sight (document against payment) or on a specified date (document against acceptance). The collection letter gives instructions that specify the documents required for the transfer of title to the goods. Although banks do act as facilitators for their clients, D/Cs offer no verification process and limited recourse in the event of non-payment. D/Cs are generally less expensive than LCs. Learn more about Documentary Collections.

Open Account

An open account transaction is a sale where the goods are shipped and delivered before payment is due, which in international sales is typically in 30, 60 or 90 days. Obviously, this is one of the most advantageous options to the importer in terms of cash flow and cost, but it is consequently one of the highest risk options for an exporter. Because of intense competition in export markets, foreign buyers often press exporters for open account terms since the extension of credit by the seller to the buyer is more common abroad. Therefore, exporters who are reluctant to extend credit may lose a sale to their competitors. Exporters can offer competitive open account terms while substantially mitigating the risk of non-payment by using one or more of the appropriate trade finance techniques covered later in this Guide. When offering open account terms, the exporter can seek extra protection using export credit insurance.

Consignment

Consignment in international trade is a variation of open account in which payment is sent to the exporter only after the goods have been sold by the foreign distributor to the end customer. An international consignment transaction is based on a contractual arrangement in which the foreign distributor receives, manages, and sells the goods for the exporter who retains title to the goods until they are sold. Clearly, exporting on consignment is very risky as the exporter is not guaranteed any payment and its goods are in a foreign country in the hands of an independent distributor or agent. Consignment helps exporters become more competitive on the basis of better availability and faster delivery of goods. Selling on consignment can also help exporters reduce the direct costs of storing and managing inventory. The key to success in exporting on consignment is to partner with a reputable and trustworthy foreign distributor or a third-party logistics provider. Appropriate insurance should be in place to cover consigned goods in transit or in possession of a foreign distributor as well as to mitigate the risk of non-payment.

Values should be at the core of every business. They're what your business stands for, your principles or philosophy, your reason for being. Your business's values will help to steer your business, management and employees in the right direction. This guide explains a simple 3-step process that you can take to develop values for your business.

Business values can be:

  • the principles you stand for personally – for example, integrity, perseverance, determination, innovation, respect, passion and fair-mindedness
  • the beliefs and attitudes you and your staff have in common in the workplace – how people should behave, the way managers should act, how work should be done, how staff should treat each other at work
  • your organisation's standards of behaviour – what is acceptable business practice. From a customer viewpoint, values are the kind of service they can expect to get when they deal with your business.

A clear set of values, agreed and understood by management and employees, are often behind most successful organisations. If your business is yet to establish a set of values, the 3-step process below can help you to identify and develop them.

Developing business values

1.  Map your personal principles, beliefs and values under categories

Some common business processes are listed below. You can add or substitute other categories of your own. It can also be useful to look at other businesses' values, especially organisations that you admire or aspire to. But don't forget that you are creating your own values and spelling out what your business stands for.

Sample business categories

  • Business growth
  • Business associates
  • Work
  • Customer service
  • Decision making
  • Teamwork
  • Leadership
  • Business improvement
  • Staff
  • Market identity
  • Financial material
  • Social community
  • Environmental sustainability

For each category, you could answer these questions to help clarify your thinking.

  • What principles and values come to mind when you think of each category?
  • Why is each value you list important to you?
  • What influence does it have on the way you approach or manage a business?

Including your key employees in this process can empower them and create a feeling of worth and ownership. Your employees are more likely to embrace your business values, and embody them in their working life, if they have been a part of the process to create them. They will feel connected to your strategic goals. They might also highlight values you may have not considered.

2.  Reflect on the meaning of each value

Sometimes we lose contact with the words we use to express values – what they really mean for us. When listing your values, try to clarify each one and the meaning behind it. You could use the following questions to help tease out the detail of each value:

  • What is this value about? What do you really mean by it? Do staff understand it? Will your customers understand it?
  • What assumptions are behind this value? What other words, ideas or mental images do you associate with this value?

Your values shouldn't be long, convoluted statements; 1 to 2 words or a short, simple phrase is usually sufficient.

Simple, to-the-point values are more easily recalled by staff and embraced by customers and partners. You may need a brief explanation, but avoid making the values too complicated.

Once you have completed this step, and have a good understanding of each value you have selected for your business, you are ready to turn your values into practical principles and behaviour.

3.  Translate your values into a set of guiding principles and standards of behaviour

This step helps you turn a value into action. Here's an example:

  • Value: Respect
  • Principle: I am open in my dealings with people and expect others to be open with me.
  • Behaviour: If I have a disagreement with someone I'll try to resolve it directly with them, rather than involve colleagues.

Implementing business values

After completing these 3 steps, you are now ready to develop a draft values statement with your staff. When you do, try to keep it relevant and simple:

  • Less is more; 5 core values everyone knows and cares about are better than 25 that don't mean much to anyone.
  • Core values are values that act as behavioural guidelines that shape everyone's actions and influence your strategy, what you do and what you don't do.

To have an impact on your business, you need to make your values a part of everything your business does. Some steps you can take every day to reinforce with staff the importance of living your business values include:

  • Stand up for business values consistently. Be bold – you may decide not to go down a path that brings short-term benefits because it doesn't align with the bigger picture.
  • Regularly talk about your values and test new ideas and suggestions against how well they align to your values.
  • Select and promote staff on their values, not just their job ability. For example, make values a key criterion in recruiting and promoting staff.
  • Train staff in key values. For example, if one of your values is teamwork, provide all staff with training in how to work as a team.
  • Encourage staff to speak out about breaches of values.
  • Challenge people when you see them do and say things that undermine values or praise people when they embrace values.
  • Raise values as part of your meetings and discussions when considering courses of actions or business decisions.
  • Make your values visible to staff and customers. Include them in your staff code of conduct, on your intranet and website, display them in your work and common areas, use them in staff inductions, etc.

Also consider...