16. The remaining 40% will be long standing customers that just leave the cellar door open on the appointed day of work - so no one will be home to write anything.
17. Last year we grossed close to one-million dollars. Of that one-million we wrote off $712.00 in "bad debt". We write-off once they go over 90 days. However, we generated roughly $1,000. in finance charges for those who went over 30 days. The bulk of which was from one large commercial account that was sold during our engagement - and the fur flew as to who was obligated to pay us. Once they worked out their issues, we were awarded all late payment interest penalties - as well as the contract balance of the job.
18. Many times a service call will require a part that is not stocked, forcing a UPS shipment or lengthy trip to a supply house the following day. Either two bills must be submitted, one for today's work, one for tomorrow's……, or - a "charge" allowed for day one work, and a completed bill for all work the following day (or whenever the parts come in). If a different tech shows up to complete work by others, he would have no way of knowing what was billed, what was postponed or what is exactly what in any case. Office billing would eliminate such confusion for customer, techs, and the company.
19. C.O.D. is frequently used and the result of mis-managed companies. This is so if the C.O.D. cash flow is critical to an under-capitalized company. By using the float of being paid before employees are paid for their labor - or before being billed for the materials, creates a false cash and asset picture. By collecting income before the direct labor and materials costs are even paid, one can create a very positive balance sheet. Is it accurate? Not really. Counting income without regard to overhead - until it too is actually paid will create artificial (and inherently overstated income) numbers every time.

And that my friends are at least 19 reasons why we do not do C.O.D.'s - and likely never will.