Risk and management Accounting Best Practices_13 doc

Chapter 7: Credit and Collections Best Practices
Collection Management
7–1 Clearly define account ownership
7–2 Educate the sales staff about revenue recognition
7–3 Utilize collection call stratification
7–4 Base deduction management on transaction volume
7–5 Conduct consumer confidence calls with sales staff
7–6 Grant percentage discounts for early payment
7–7 Conduct immediate review of unapplied cash
7–8 Outsource collections
7–9 Sell your bankruptcy creditor claim
7–10 Simplify pricing structure
7–11 Write off small balances with no approval
7–12 Create an accurate bad debt forecast
Collection Systems
7–13 Compile access to customer assets database
7–14 Maintain access to customer orders database
7–15 Arrange for automatic bankruptcy notification
7–16 Set up automatic fax of overdue invoices
7–17 Issue dunning letters automatically
7–18 Use a collection call database
7–19 Access up-to-date collection agency information
7–20 Implement customer order exception tracking
7–21 Install payment deduction investigation system
7–22 Report on ongoing customer complaints
7–23 Link to comprehensive collections software package
7–24 Institute lockbox collections
7–25 Use real-time cash application techniques
Credit Issues
7–26 Create a credit policy
7–27 Modify the credit policy based on product margins

7–28 Modify the credit policy based on changing economic conditions
7–29 Modify the credit policy based on potential product obsolescence
7–30 Preapprove customer credit
7–31 Create standardized credit level determination system
7–32 Require a new credit application if customers have not ordered in some time
458 Appendix A
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7–33 Review the credit levels of all customers who stop taking cash discounts
7–34 Call new customers and explain credit terms
7–35 Verify customer locations from reverse phone records and satellite photos
7–36 Issue a payment procedure to customers
7–37 Join an industry credit group
7–38 Refer a potential customer to a distributor
7–39 Require intercorporate guarantees
7–40 Obtain credit insurance
7–41 Shorten the terms of sale
Invoice Issues
7–42 Add receipt signature to invoice
7–43 E-mail invoices in Acrobat format
Chapter 8: Commissions Best Practices
Commission Calculations
8–1 Automatically calculate commissions in the computer system
8–2 Calculate final commissions from actual data
8–3 Construct a standard commission terms table
8–4 Periodically issue a summary of commission rates
8–5 Simplify the commission structure
Commission Payments
8–6 Include commission payments in payroll payments
8–7 Lengthen the interval between commission payments
8–8 Only pay commissions from cash received

8–9 Periodically audit commissions paid
Commission Systems
8–10 Install incentive compensation management software
8–11 Post commission payments on the company intranet
8–12 Show potential commissions on cash register
Chapter 9: Costing Best Practices
9–1 Audit bills of material
9–2 Audit labor routings
9–3 Eliminate high-leverage overhead allocation bases
9–4 Assign overhead personnel to specific sub-plants
Appendix A 459
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460 Appendix A
9–5 Use perfect standards for material variance reporting
9–6 Eliminate labor variance reporting
9–7 Follow a schedule of inventory obsolescence reviews
9–8 Eliminate the tracking of work-in-process inventory
9–9 Implement activity-based costing
9–10 Implement throughput accounting
9–11 Implement target costing
9–12 Track excess capacity
9–13 Limit access to unit of measure changes
9–14 Report on landed cost instead of supplier price
9–15 Review cost trends
9–16 Review material scrap levels
9–17 Revise traditional cost accounting reports
Chapter 10: Filing Best Practices
Mailroom Improvements
10–1 Open envelopes with a belt sander
10–2 Improve the mailroom interface

Computer-Related Filing Issues
10–3 Add digital signatures to electronic documents
10–4 Archive canceled checks on CD-ROM
10–5 Archive computer files
10–6 Implement document imaging
10–7 Eliminate stored paper documents if already in computer
10–8 Extend time period before computer records are purged
10–9 Extend use of existing computer database
10–10 Improve computer system reliability
10–11 Track documents with RFID
Other Filing Issues
10–12 Adopt a document-destruction policy
10–13 Eliminate attaching back-up materials to checks for signing
10–14 Eliminate reports
10–15 Move records off-site
10–16 Reduce number of form copies to file
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Appendix A 461
Chapter 11: Finance Best Practices
Financing and Investment Activities
11–1 Strategize cost of capital reductions
11–2 Obtain financing through Internet lender sites
11–3 Issue direct access notes
11–4 Purchase debt directly from the government
11–5 Take a business unit public
Investor Relations
11–6 Eliminate small investors
11–7 Open conference calls to the public
11–8 Issue investor relations podcasts
11–9 Outsource the company stock purchase plan

11–10 Sell shares in an Internet-based auction
11–11 Use Web broadcasting for public reporting
Option Management
11–12 Automate option tracking
11–13 Use Internet-based options pricing services
Pension Management
11–14 Automate 401(k) plan enrollment
11–15 Grant employees immediate 401(k) eligibility
Risk Management
11–16 Consolidate insurance policies
11–17 Obtain key man life insurance for the CFO
11–18 Obtain advance rating assessments
11–19 Rent a captive insurance company
11–20 Use Internet-based risk measurement services
11–21 Issue catastrophe bonds
Treasury Management
11–22 Centralize foreign exchange management
11–23 Settle foreign exchange transactions with the continuous link settlement system
11–24 Use natural hedging for transaction risks
11–25 Install a treasury workstation
11–26 Optimize the organization of treasury operations
11–27 Process foreign exchange transactions over the Internet
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462 Appendix A
Chapter 12: Financial Statements Best Practices
Financial Reports
12–1 Move operating data to other reports
12–2 Post financial statements in an Excel PivotTable on the Internet
12–3 Restrict the level of reporting
12–4 Write financial statement footnotes in advance

12–5 Create a disclosure committee
Work Automation
12–6 Automate recurring journal entries
12–7 Automate the cutoff
Work Elimination
12–8 Avoid the bank reconciliation
12–9 Defer routine work
12–10 Eliminate multiple approvals
12–11 Eliminate small accruals
12–12 Reduce investigation levels
Work Management
12–13 Assign closing responsibilities
12–14 Compress billing activities
12–15 Conduct transaction training
12–16 Continually review wait times
12–17 Convert serial activities to parallel ones
12–18 Create a closing schedule
12–19 Document the process
12–20 Restrict the use of journal entries
12–21 Train the staff in closing procedures
12–22 Use cycle counting to avoid month-end counts
12–23 Use internal audits to locate transaction problems in advance
12–24 Use standard journal entry forms
Work Timing
12–25 Complete allocation bases in advance
12–26 Conduct daily review of the financial statements
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Appendix A 463
Chapter 13: General Best Practices
Management

13–1 Consolidate all accounting functions
13–2 Continually review key process cycles
13–3 Create a policies and procedures manual
13–4 Eliminate all transaction backlogs
13–5 Implement process-centering
13–6 Issue activity calendars to all accounting positions
13–7 Post the policies and procedures manual on the company intranet site
13–8 Sell the shared services center
13–9 Switch to an application service provider
Reporting
13–10 Switch to on-line reporting
13–11 Track function measurements
13–12 Use Balanced Scorecard reporting
Systems
13–13 Create a contract terms database
13–14 Install a knowledge management system
13–15 Scan fingerprints at user workstations
Taxation
13–16 Create an on-line tax policy listing
13–17 Designate a tax liaison for each government jurisdiction
13–18 Assign tax staff to business units
13–19 Outsource tax form preparation
13–20 Pay federal taxes on-line
13–21 Pay taxes with a credit card
13–22 Reduce tax penalties with Internet-based penalty modeling
13–23 Subscribe to an on-line tax information service
13–24 Move intellectual property to an offshore holding company
Training
13–25 Create accounting training teams
13–26 Create an ongoing training program for all accounting personnel

13–27 Create computer-based training movies
13–28 Implement cross-training for mission-critical activities
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Chapter 14: General Ledger Best Practices
Chart of Accounts
14–1 Eliminate small-balance accounts
14–2 Modify account code structure for storage of ABC information
14–3 Reduce the chart of accounts
14–4 Use identical chart of accounts for subsidiaries
Data Warehousing
14–5 Use data warehouse for report distribution
14–6 Use forms/rates data warehouse for automated tax filings
14–7 Use the general ledger as a data warehouse
General
14–8 Restrict use of journal entries
14–9 Avoid general ledger posting bottlenecks
14–10 Have subsidiaries update their own data in the central general ledger
14–11 Prescreen construction-in-progess entries
System Additions
14–12 Construct automated interfaces to software that summarizes into the
general ledger
14–13 Create general ledger drill-down capability
14–14 Overlay the general ledger with a consolidation and reporting package
14–15 Use automated error-checking
Chapter 15: Internal Auditing Best Practices
Assisting Business Units
15–1 Annually update an internal control assessment of each business unit
15–2 Issue self-audit guides to business units
15–3 Recommend business process improvements to business units
15–4 Track audit results through business unit surveys

15–5 Train business unit staff on control issues
15–6 Train new business unit managers on control issues
Internal Audit Management
15–7 Avoid overauditing of internal audits
15–8 Complete all internal audit work papers in the field
15–9 Create a control standards manual
464 Appendix A
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15–10 Create an on-line internal audit library
15–11 Create and disseminate information from a best practices database
15–12 Outsource the internal audit function
15–13 Schedule some internal audits on a just-in-time basis
15–14 Schedule internal audits based on risk
15–15 Use workflow software for internal audits
Internal Audit Staffing
15–16 Fill internal audit positions from operations on a rotating basis
15–17 Add specialists to audit teams
15–18 Assign an auditor to be a relationship manager with each business unit
15–19 Assign internal auditors to system development teams
15–20 Create an auditor skills matrix
15–21 Use Excel for continuous auditing
Chapter 16: Inventory Best Practices
Bill of Material Accuracy
16–1 Audit bills of material
16–2 Conduct a configuration audit
16–3 Modify the bills of material based on actual scrap levels
16–4 Review inventory returned to the warehouse
16–5 Modify the bills of material for temporary substitutions
16–6 Use bills of material to find inventory made obsolete by product withdrawals
Efficiency Issues

16–7 Compare open purchase orders to current requirements
16–8 Reject unplanned receipts
16–9 Obtain advance shipping notices for inbound deliveries
16–10 Eliminate the receiving function
16–11 Use standard containers to move, store, and count inventory
16–12 Use different storage systems based on cubic transactional volume
16–13 Optimize inventory storage through periodic location changes
16–14 Eliminate the warehouse
Inventory Accuracy
16–15 Audit all inventory transactions
16–16 Compare recorded inventory activity to on-hand inventories
16–17 Eliminate the physical count process
16–18 Cycle count based on usage frequency
Appendix A 465
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16–19 Lock down the warehouse area
16–20 Move inventory to floor stock
16–21 Segregate customer-owned inventory
16–22 Streamline the physical count process
16–23 Track inventory accuracy
16–24 Train the warehouse and accounting staffs in inventory procedures
16–25 Verify that all receipts are entered in the computer at once
Inventory Transactions
16–26 Record inventory transactions with bar codes
16–27 Record inventory transactions with radio frequency communications
16–28 Track inventory with radio frequency identification
16–29 Eliminate all paper from inventory transactions
16–30 Eliminate all transaction backlogs
16–31 Immediately review all negative inventory balances
Inventory Reduction

16–32 Reduce the number of products
16–33 Reduce the number of product options
16–34 Obtain direct links into customer inventory planning systems
16–35 Adopt just-in-time purchasing
16–36 Shift raw materials ownership to suppliers
16–37 Drop ship inventory
16–38 Reduce safety stocks by accelerating the flow of internal information
16–39 Reduce safety stock by shrinking supplier lead times
16–40 Use variable safety stocks for fluctuating demand
16–41 Cross-dock inventory
16–42 Use overnight delivery from a single location for selected items
16–43 Focus inventory reduction efforts on high-usage items
16–44 Eliminate redundant part numbers
16–45 Standardize parts
16–46 Identify inactive inventory in the product master file
Chapter 17: Payroll Best Practices
Employee Deductions
17–1 Disallow prepayments
17–2 Create employee self-service for payroll changes
17–3 Minimize payroll deductions
466 Appendix A
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17–4 Prohibit deductions for employee purchases
Employee Forms
17–5 Post forms on an intranet site
Employee Time Tracking
17–6 Avoid job costing through the payroll system
17–7 Switch to salaried positions
17–8 Use computerized time clocks
17–9 Use biometric time clocks

17–10 Track time with mobile phones
17–11 Use honor system to track vacation and sick time
Payments to Employees
17–12 Issue electronic W-2 forms to employees
17–13 Outsource W-2 form creation and delivery
17–14 Post payroll remittances on company intranet
17–15 Only allow on-line payroll remittance viewing if employees use direct deposit
17–16 Transfer payroll to debit cards
17–17 Use direct deposit
Payroll Management
17–18 Automate vacation accruals
17–19 Consolidate payroll systems
17–20 Eliminate personal leave days
17–21 Link payroll changes to employee events
17–22 Install manager self-service
17–23 Link the 401(k) plan to the payroll system
17–24 Link the payroll and human resources databases
17–25 Minimize payroll cycles
17–26 Outsource employment verifications
17–27 Outsource the payroll function
17–28 Use Web-based payroll outsourcing
17–29 Publish answers to frequently asked questions on an intranet site
Chapter 18: Policies in Support of Best Practices
18–1 Accounts Payable Policies for Best Practices (Chapter 3)
• Procurement cards shall be the preferred payment tool for purchases
under $_____.
Appendix A 467
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• Purchase orders must be used to authorize all purchases exceeding $_____.
• Supplier invoices received by electronic transmission shall be paid ___ days

earlier than standard terms.
Alternatively, Supplier invoices received by electronic
transmission shall receive top processing priority.
• All supplier invoices shall be recorded in the accounts payable system within
___ days of receipt
.
• All travel advances and manual check requests require prior approval by a
____-level manager
.
• There shall be one designated supplier for each stock keeping unit (SKU), with
a second supplier allowed only for designated critical materials.
18–2 Billing Policies for Best Practices (Chapter 4)
• All customer invoices must be issued no later than ___ days subsequent to product
shipment or service completion.
18–3 Cash Management Policies for Best Practices (Chapter 6)
• ___% of all invested funds shall be capable of liquidation within ___ days of
notification. All investments falling below the [investment grade] or requiring more
than ___ days to liquidate must be approved in advance by the [officer position].
The following specific investment types can be used without further approval:
________.
18–4 Collection Policies for Best Practices (Chapter 7)
• The collections staff has primary responsibility for receivable collection, but may
call on the assistance of the originating salesperson if normal collection techniques
prove ineffective.
• Senior management shall collectively review and adjust the corporation’s product
and services pricing policy at least annually.
• The collections staff can write off individual invoice balances of up to $___, not to
exceed $___ in total per customer during a ___ month period, with no additional
approval.
• The credit manager must approve all credit requests exceeding $____ prior to

issuance of a final, firm sales quote
.
18–5 Commission Policies for Best Practices (Chapter 8)
• The commission calculation system shall not be altered without approval by the chief
executive officer
.
• Commissions shall be paid based only on cash received.
18–6 Costing Policies for Best Practices (Chapter 9)
• The company shall maintain material and labor record accuracy of at least ___%,
which shall be verified on a regular basis by the internal audit staff.
468 Appendix A
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• A materials review board shall conduct an ongoing review of the inventory to ascer-
tain which items should be disposed of, and to direct this disposition in the most prof-
itable manner.
18–7 Filing Policies for Best Practices (Chapter 10)
• The company shall identify the legally mandated period during which various types of
documents must be retained, and destroy the documents thereafter if no longer
required for operational purposes.
18–8 Finance Policies for Best Practices (Chapter 11)
• The company shall periodically conduct an odd-lot purchase program at a premium of
no more than ___% to buy out small investment holdings.
• Employees are eligible to participate in the corporate 401(k) plan as of their hiring
date as full-time employees or on their return from a leave of absence.
18–9 General Policies for Best Practices (Chapter 13)
• The company supports a formal training program for all employees, and requires the
consideration of such training during the employee review process
.
18–10 Internal Auditing Policies for Best Practices (Chapter 15)
• The company shall comply with all internal control provisions of the Sarbanes-Oxley Act.

• All company managers are responsible for meeting the control provisions of the
Sarbanes-Oxley Act.
18–11 Inventory Policies for Best Practices (Chapter 16)
• A materials review board shall conduct an ongoing review of the inventory to ascer-
tain which items should be disposed of, and to direct this disposition in the most
profitable manner.
• The company will reject all received items for which no prior authorization was
issued.
• All inventory transactions shall be recorded in the warehouse management system
database within ___ minutes of their occurrence.
• The management team shall regularly review the company’s products, product
options, and supporting parts structure to cancel unprofitable items and eliminate
redundancy.
• The management team shall endeavor to reduce the company’s inventory investment
to the minimum level, subject to constraints imposed by profitability, warranty, and
customer service objectives
.
18–12 Payroll Policies for Best Practices (Chapter 17)
• The company will not issue advances on employee pay.
• The company does not make purchases on behalf of employees.
Appendix A 469
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• Employees can carry a maximum of __ hours of unused vacation and sick time for-
ward into the next calendar year
.
• The company will provide access to computer kiosks for all employees.
• All employees shall receive electronic payroll payments.
470 Appendix A
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Appendix B

Supplier Contact
Information
This appendix contains the contact information for all suppliers listed in this
book, including the name of the best practice and related chapter number to
which each one was linked in the main text. The contact information is listed in
alphabetical order by company name.
If there is no corporate name attached to a Web site that is referenced in this
book, then just the Web site is listed at the end of this appendix, sorted in alpha-
betical order by Web site name.
Accruent, Inc.
1601 Cloverfield Blvd.
Santa Monica, CA 90404
310-526-6300
www.accruent.com
Related best practice:
Chapter 13, Create a contract terms database
Adobe Systems Incorporated
345 Park Avenue
San Jose, CA 95110
408-536-6000
www.adobe.com
Related best practice:
Chapter 7, E-mail invoices in Acrobat format
Aligo
444 De Haro Street, Ste. 211
San Francisco, CA 94107
415-593-8200
www.aligo.com
Related best practice:
Chapter 17, Track time with mobile phones

American Express
200 Vesey Street
New York, NY 10285
212-640-2000
www.americanexpress.com
Related best practice:
Chapter 3, Use procurement cards
471
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American Stock Transfer & Trust Company
59 Maiden Lane, Plaza Level
New York, NY 10038
800-278-4353
www.investpower.com
Related best practice:
Chapter 11, Outsource the company stock purchase plan
Applix
289 Turnpike Road
Westborough, MA 01581
508-870-0300
www.applix.com
Related best practice:
Chapter 5, Purchase budgeting and planning software
Ariba
11625 Rainwater Drive
500 Northwinds Center, Ste. 150
Alpharetta, GA 30004
678-336-2922
www.ariba.com
Related best practice:

Chapter 3, Install a low-cost spend management system
Automated Collection Central, Inc.
170 Changebridge Rd.
Montville, NJ 07045
800-542-0204
www.youvegotclaims.com
Related best practice:
Chapter 7, Access up-to-date collection agency information
Automatic Data Processing (ADP)
1 ADP Boulevard
Roseland, NJ 07068
973-974-5000
www.adp.com
www.probusiness.com
Related best practices:
Chapter 17, Create employee self-service for payroll changes
Chapter 17, Give employees direct access to deduction data
Chapter 17, Link the 401(k) plan to the payroll system
Chapter 17, Use Web-based payroll outsourcing
Bank of America
100 North Tryon St.
Charlotte, NC 28255
800-432-1000
www.bankofamerica.com
Related best practice:
Chapter 11, Centralize foreign exchange management
472 Appendix B
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Appendix B 473
Best Software

8800 N. Gainey Center Drive, Ste. 200
Scottsdale, Arizona 85258
888-855-5222
www.bestsoftware.com
Related best practice:
Chapter 7, Use a collection call database
Callidus Software
160 West Santa Clara Street, 15th Floor
San Jose, CA 95113
408-808-6400
www.callidussoftware.com
Related best practice:
Chapter 8, Install incentive compensation management software
Captara
100 Spear St., 21st Floor
San Francisco, CA 94105
415-995-2040
www.captara.com
Related best practice:
Chapter 11, Obtain financing through Internet lender sites
CCH Incorporated
2700 Lake Cook Road
Riverwoods, IL 60015
800-525-3335
www.cch.com
Related best practice:
Chapter 13, Subscribe to an on-line tax information service
Ceridian Corporation
3311 E. Old Shakopee Road
Minneapolis, MN 55425

952-853-8100
www.ceridian.com
Related best practices:
Chapter 17, Create employee self-service for payroll changes
Chapter 17, Use Web-based payroll outsourcing
CitiBank
399 Park Avenue
New York, New York 10043
212-559-1000
www.citibank.com
Related best practice:
Chapter 11, Centralize foreign exchange management
ch20_4773.qxd 12/29/06 9:39 AM Page 473
Cognos, Inc.
3755 Riverside Drive
Ottawa, ON
K1G 4K9
613-738-1440
www.cognos.com
Related best practice:
Chapter 5, Purchase budgeting and planning software
Concur Technologies
6222 185th Avenue NE
Redmond, WA 98052
425-702-8808
www.concur.com
Related best practice:
Chapter 3, Automate expense reporting
Currenex, Inc.
12 East 41st Street, 7th Floor

New York, NY 10017
800-866-4892
www.currenex.com
Related best practice:
Chapter 11, Process foreign exchange transactions over
the Internet
Emptoris
200 Wheeler Road
Burlington, MA 01803
781-993-9212
www.emptoris.com
Related best practices:
Chapter 3, Install a low-cost spend management system
Chapter 13, Create a contract terms database
Entrust Technologies
One Hanover Park
16633 Dallas Parkway, Ste. 800
Addison, Texas 75001
972-713-5800
www.entrust.com
Related best practice:
Chapter 10, Add digital signatures to electronic documents
Fexco
Iveragh Road
Killorglin
Co. Kerry, Ireland
353 66- 9761258
www.fexco.com
Related best practice:
Chapter 3, Outsource VAT reclamations

474 Appendix B
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Appendix B 475
GAIN Capital Group
550 Hills Drive
Bedminster, NJ 07921
908-731-0700
www.gaincapital.com
Related best practice:
Chapter 11, Process foreign exchange transactions over
the Internet
Geac, Inc.
11 Allstate Parkway, Ste. 300
Markham ON L3R 9T8
905-475-0525
www.geac.com
Related best practices:
Chapter 3, Automate expense reporting
Chapter 5, Purchase budgeting and planning software
Chapter 17, Create employee self-service for payroll changes
Humanic Design
1200 MacArthur Blvd.
Mahwah, NJ 07430
866-486-2642
www.humanic.com
Related best practice:
Chapter 17, Create employee self-service for payroll changes
Hyperion Solutions Corporation
5450 Great America Parkway
Santa Clara, CA 95054

408-744-9500
www.hyperion.com
Related best practices:
Chapter 5, Purchase budgeting and planning software
Chapter 14, Overlay the general ledger with a consolidation and reporting package
Hyperionics Technology
3146 Chestnut St.
Murrysville PA 15668
425-969-2775
www.hyperionics.com
Related best practice:
Chapter 13, Create computer-based training movies
IBM
New Orchard Road
Armonk, NY 10504
914-499-7777
www.ibm.com
Related best practices:
Chapter 3, Automate expense reporting
Chapter 13, Switch to an application service provider
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476 Appendix B
Imaginatik
332 Newbury Street
Boston, MA 02115
866-917-2975
www.imaginatik.com
Related best practice:
Chapter 13, Install a knowledge management system
Ingersoll Rand Recognition Systems

1520 Dell Avenue
Campbell, CA 95008
www.recognitionsystems.ingersollrand.com
Related best practice:
Chapter 17, Use biometric time clocks
Ketera Technologies
3965 Freedom Circle
Santa Clara, CA 95054
408-572-9500
www.ketera.com
Related best practice:
Chapter 3, Install a low-cost spend management system
LaSalle Broker Dealer Services
327 Plaza Real
Boca Raton, FL 33432
800-327-1546
www.directnotes.com
Related best practice:
Chapter 11, Issue direct access notes
Meridian
369 Lexington Avenue, 2nd Floor
New York, NY 10017
212-554-6600
www.meridianvat.com
Related best practice:
Chapter 3, Outsource VAT reclamations
Microsoft Corporation
One Microsoft Way
Redmond, WA 98052
425-882-8080

www.microsoft.com
Related best practice:
Chapter 12, Post financial statements in an Excel PivotTable
on the Internet
National Association of Credit Management
8840 Columbia 100 Parkway
Columbia, Maryland 21045
410-740-5560
www.nacm.org
Related best practice:
Chapter 7, Join an industry credit group
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Appendix B 477
National Payment Corporation
100 W. Kennedy Blvd. Ste. 260
Tampa, FL 33602-5116
800-284-0113
www.directdeposit.com
Related best practice:
Chapter 17, Use direct deposit
Nextance
1600 Seaport Blvd.
Redwood City, CA 94063
650-716-2400
www.nextance.com
Related best practice:
Chapter 13, Create a contract terms database
Oracle Corporation
500 Oracle Parkway
Redwood Shores, CA 94065

650-506-7000
www.oracle.com
Related best practices:
Chapter 3, Automate expense reporting
Chapter 13, Switch to an application service provider
Chapter 13, Create a contract terms database
Outlooksoft
1 Northumberland Avenue
Trafalgar Square
London, WC2N 5BW
England
+44 (0)20 7872 5595
www.outlooksoft.com
Related best practice:
Chapter 5, Purchase budgeting and planning software
Paymaxx, Inc.
318 Seaboard Lane, Building 100, Ste. 110
Franklin, TN 37067
615-791-4000
www.paymaxx.com
Related best practices:
Chapter 17, Create employee self-service for payroll changes
Chapter 17, Use Web-based payroll outsourcing
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478 Appendix B
RSM McGladrey, Inc.
3600 American Blvd. W., 3rd Floor
Bloomington, MN 55431
847-413-6385
www.auditorassistant.com

www.rsmmcgladrey.com
Related best practice:
Chapter 15, Use workflow software for internal audits
SAP America Inc.
3999 West Chester Pike
Newtown Square, PA 19073
610-661-1000
www.sap.com
Related best practices:
Chapter 3, Automate expense reporting
Chapter 3, Install a payment factory
SAS Institute
100 SAS Campus Drive
Cary, NC 27513
919-677-8000
www.sas.com
Related best practice:
Chapter 5, Purchase budgeting and planning software
SecuGen Corporation
2356 Walsh Avenue
Santa Clara, CA 95051
408-727-7787
www.secugen.com
Related best practice:
Chapter 13, Scan fingerprints at user workstations
Solid Innovation
#46 12th Street East
Prince Albert, SK. S6V 1B2 Canada
888-667-3769
www.solid-innovation.com

Related best practice:
Chapter 13, Scan data with a modified Palm computing platform
Standard & Poor’s
55 Water Street
New York, NY 10041
212-438-1000
www.standardandpoors.com
Related best practice:
Chapter 11, Obtain advance rating assessments
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SunGard
680 East Swedesford Road
Wayne, PA 19087
800-825-2518
www.sungard.com
Related best practices:
Chapter 6, Use Internet-based cash flow analysis software
Chapter 7, Link to comprehensive collections software package
Chapter 11, Use Web broadcasting for public reporting
Synygy, Inc.
2501 Seaport Drive
Chester, PA 19013
610-494-3300
www.synygy.com
Related best practice:
Chapter 8, Install incentive compensation management software
TALX Corporation
11432 Lackland Avenue
St. Louis, MO 63146

314-214-7000
www.talx.com
Related best practices:
Chapter 17, Outsource W-2 form creation and delivery
Chapter 17, Outsource employee verifications
TechSmith Corporation
2405 Woodlake Drive
Okemos, MI 48864
517-381-2300
www.techsmith.com
Related best practice:
Chapter 13, Create computer-based training movies
The Clearing House
100 Broad Street
New York, NY 10004
www.theclearinghouse.org
Related best practice:
Chapter 3, Use the universal payment identification code
The VAT Clearinghouse
Windmill Hill Business Park
Whitehill Way, Swindon
Wiltshire SN5 6QR England
+44 (0) 1793 44 14 04
www.thevatclearinghouse.com
Related best practice:
Chapter 3, Outsource VAT reclamations
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Thomson Financial
195 Broadway

New York, NY 10007
646-822-2000
www.thomson.com/financial
ria.thomson.com
www.selkirkfinancial.com
Related best practices:
Chapter 11, Use Web broadcasting for public reporting
Chapter 11, Install a treasury workstation
Chapter 13, Subscribe to an on-line tax information service
TimeValue Software
4 Jenner Street, Ste. 100
Irvine, CA 92618
800-426-4741
www.payrollpenalty.com
Related best practice:
Chapter 13, Reduce tax penalties with Internet-based penalty
modeling
Transcentive, Inc.
Two Enterprise Drive
Shelton, CT 06484
203-944-7300
www.transcentive.com
Related best practice:
Chapter 11, Automate option tracking
TREMA
4th Floor Kensington Centre
66 Hammersmith Road
London W14 8UD England
+44 (0)20 7348 4900
www.trema.com

Related best practice:
Chapter 3, Install a payment factory
Verisign, Inc.
487 East Middlefield
Mountain View, CA 94093
650-691-7500
www.verisign.com
Related best practice:
Chapter 10, Add digital signatures to electronic documents
Wall Street Systems
30 Broad Street, 24th Floor
New York, NY 10004
212-809-7200
www.wallstreetsystems.com
Related best practice:
Chapter 3, Install a payment factory
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The following list of Web sites is provided for all Web addresses listed in this book
for which there is no corporation contact information available. The Web sites are
listed in alphabetical order.
www.bestcalls.com
Related best practice:
Chapter 11, Open conference calls to the public
www.capital.com
Related best practice:
Chapter 11, Obtain financing through Internet lender sites
www.checkfree.com
Related best practice:
Chapter 4, Issue electronic invoices through the Internet

www.conferencecallcompany.com
Related best practice:
Chapter 11, Open conference calls to the public
www.earnings.com
Related best practice:
Chapter 11, Open conference calls to the public
www.ivolatility.com
Related best practice:
Chapter 11, Use Internet-based options pricing services
www.netstockdirect.com
Related best practice:
Chapter 11, Outsource the company stock purchase plan
www.paytrust.com
Related best practice:
Chapter 3, Shift incoming billings to an EDI data-entry supplier
www.publicdebt.treas.gov
Related best practice:
Chapter 11, Purchase debt directly from the government
www.riskgrades.com
Related best practice:
Chapter 11, Use Internet-based risk measurement services
www.speedpay.com
Related best practice:
Chapter 4, Issue electronic invoices through the Internet
www.statusfactory.com
Related best practice:
Chapter 3, Shift incoming billings to an EDI data-entry supplier
www.vcall.com
Related best practice:
Chapter 11, Open conference calls to the public

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