You're having a hard time coming up with the cash. That's understandable. The economy tanked and dragged you down with it. Trish Hilliard gets that. She knows times are tough.
But here's the deal: You owe the money, and it's her job to collect. In the delicate relationship between debtor and collector, she has to be authoritative, always "in control." But nice, too, careful to keep her voice at a soothing lilt. She wants you to trust her (...)
"I'm here to help," she says.
Maybe there's money in a 401(k) that can be tapped, or a relative who can make a quickie loan. Or perhaps there's a little jewelry -- have any gold or mismatched earrings that can be hocked and make this unpaid bill go away? "If you can't pay in full, how much can you pay today?" she says. "If you can't pay today, let's work out an arrangement."
Always tough, the collections business has become even more difficult as the economy staggers and the unemployment rate rises. Business may be booming as the nation's collective pile of unpaid bills grows, but more of the people who say they can't pay really can't. These days, if they recoup anything, collectors have to accept smaller payments over longer periods of time.
Computer screens flash with the personal financial data of those who have fallen behind -- a measure of the wreckage of the Great Recession. Here, in unpaid bill after unpaid bill, are thousands of dollars owed to companies that in turn have outsourced the often unwelcome business of dunning to American Collections Enterprise, headquartered on the fifth floor of an aging office building behind Landmark Mall in Alexandria.
Like her colleagues, Hilliard, who is 30 and makes enough to own her home and drive a Lexus, uses a fake name ("Sandy Williams") because when you call people all day long asking them to pay their bills, reprisal is a real concern. She is trained in the art of "dissecting the wallet," as her boss calls the ability to quickly divine who can pay and who can't. (Renter? Maybe not so much. Homeowner? Ding-ding-ding!)
In the middle of the firm's call center, another set of data flashes on the wall, like a stadium scoreboard chronicling in real time the success of each of the dozen or so collectors working the phones: the number of consumers they've reached, the amount they've collectively raked in (on a recent day: $3,642 in little more than two hours on the job) and the commissions they've each made. A whiteboard nearby stirs the competitive juices by ranking "Top New Hires" and toting up how much of their monthly quota they have each made to date.
"Clients want payment in full, and that's the goal on the first call," says Michael J. Sutherland, president and chief executive of American Collections. "But that only happens less than half the time."
Most people want to pay their bills, he says, they just need a little assistance.
Which is what his callers are standing by to deliver. So please don't hang up.
Mahatma Gandhi admired the Boston Tea Party protesters, fondly referring to them during his campaign against the oppressive salt tax imposed on Indians by their British rulers. To him, such taxes belonged at the top of his sobering list of mankind's seven social sins: commerce without morality, politics without principle, wealth without work, pleasure without conscience, education without character, science without humanity, and worship without sacrifice. (...)
Lately, financial news has been dominated by reports from Greece and other nations on the European periphery. And rightly so.
But I’ve been troubled by reporting that focuses almost exclusively on European debts and deficits, conveying the impression that it’s all about government profligacy — and feeding into the narrative of our own deficit hawks, who want to slash spending even in the face of mass unemployment, and hold Greece up as an object lesson of what will happen if we don’t(...)
For some time it has been fashionable to describe businesses and organisations as “complex adaptive systems”. The phrase sounds learned. It is a cousin of that other knowing statement: that leaders need to be “comfortable with ambiguity”.
Well, yes. It is a turbulent world. It is hard to be certain about the future. But isn’t part of the problem for business leaders that life is in fact too complicated? Particularly in larger organisations, the legacy of old structures and traditions adds to this complexity. It is easy to lose sight of priorities. No wonder that, these days, the role of chief executive is often described as being an impossible job(...)
Governments used to worry about their banks. Now the reverse is also true.
A Senior HSBC executive reminisces fondly about the day he was parachuted into Latin America, a decade or so ago, to help run a recently purchased but troubled local bank. As he arrived he passed people protesting against the acquisition, some of whom were being carried about in coffins. For a moment he wondered whether that would end up being his fate(...)
The U.K. is all abuzz about "chip and PIN," but it's not a popular pub snack or a nickname for the newest celebrity power couple. It's the credit card security system rolled out in recent years to stem a wave of credit card crime (...)
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