When should each reminder go out?
Before the due date, on it, or after? The best cadence often differs by customer segment and invoice size.
Scenario 1 · Collections
What would happen if your collection decisions were different?
Explore reminder timing, collector prioritisation and dispute handling — and see the possible effect on DSO, working capital and financing cost. Every number is arithmetic on your own assumptions; none of it is a forecast.
Live what-if · collections
What would a better strategy be worth to you?
Explore specific collection decisions — reminder timing, collector prioritisation and dispute handling — or use the simple DSO calculator. The arithmetic is exact; every improvement is your own, editable assumption.
- Your baselineCredit sales and current DSO — facts from your own records.
- Your assumptionThe DSO improvement you want to explore — a hypothesis, not a prediction.
- The consequenceWorking capital and financing impact, calculated transparently.
From assumption to evidence
Is that improvement achievable? Here is how BIX would find out.
You assumed a 7-day reduction — from 52 to 45 days, 13% of your current DSO.
The simulator cannot tell you whether this is realistic. Answering that requires your operational data and the investigation below.
- 01Confirm the baseline
Rebuild DSO from invoice and payment history, by segment, to establish the true starting point.
- 02Locate the lost days
Find where days accumulate — before first contact, in disputes, in particular customer groups.
- 03Test alternative decisions
Model different timing, prioritisation and escalation rules against historical payment behaviour to estimate a realistic range.
- 04Validate in practice
Introduce a controlled change and measure actual results against a comparison group before scaling.
Look beyond correlations
Past collection decisions were not random. A credible analysis accounts for selection bias and uncertainty before claiming cause and effect.
Make trade-offs visible
Faster cash can cost collector time or customer goodwill. A better strategy shows what it gains and what it gives up.
Measure real change
Start from hypotheses and validate them with suitable analysis and, where feasible, controlled tests.
Each hypothesis receives an evidence grade (A, B or C). The intended outcome is a range of achievable improvement, with stated assumptions — not a single promised number.
The calculation is simple. The real opportunity is discovering why.
Talk it through with us: which of these decisions matter in your organisation, and what it would take to test them. Your scenario can be attached to your request below.
Decisions under the surface
The questions your automation rarely asks.
These are the kinds of decisions BIX is designed to examine. Many are set once, during configuration, and rarely tested afterwards.
Which accounts deserve attention first?
Collector time is finite. Prioritising by value, risk and likelihood to respond can change outcomes materially.
Email, call or letter?
Each channel has a different cost and response pattern. The right mix depends on who you are contacting and when.
When should a case escalate?
Escalating too early harms relationships. Escalating too late ties up cash. The threshold is a strategic choice.
How quickly are disputes resolved?
Unresolved disputes stall payment while reminders continue. Routing and resolution order matter.
Do payment terms fit behaviour?
Terms and incentives shape when customers pay. Their effect can be simulated before they are renegotiated.