Virtual Credit Cards: The Comprehensive Guide for Nonprofit CFO’s

Virtual credit cards are one of the newest and most flexible forms of electronic payment. They are designed to be an alternative to check or ACH payments, and can be accepted by any vendor that accepts payment by credit card. Earlier this week we released the newest Vendor Centric publication – The Nonprofit CFO’s Guide to Virtual Credit Cards – designed to help nonprofits understand and leverage virtual credit cards for paying their vendors electronically. In our guide you will learn:

  • How virtual credit cards work
  • 4 Big Benefits you can expect from a well-designed virtual credit card program
  • The key activities you must undertake to drive high vendor enrollment
  • Why nonprofits (and their vendors) love virtual credit cards and why adoption continues to grow
  • A step-by-step process you can follow to plan and launch your own successful virtual credit card program
We are seeing a tremendous growth in the adoption of accounts payable automation technology. The new breed of a/p automation solutions are easy to implement and provide an array of benefits including efficiency, fraud mitigation and, in the case of virtual credit cards, new forms of revenue through cash rebates. This guide provides not only a primer on virtual cards, but also a step-by-step process you can follow to get a program up and running in as little as 90 days.

You can download a free copy of the guide by clicking here.

To see the full press release click here.

Vendor Centric specializes in helping organizations create and mature the policies, procedures and systems they use to manage their important vendor relationships. Learn more about our vendor management software and services.
Tom Rogers
Author:

Job Title: CEO
Organization: Vendor Centric

Tom is the founder and CEO of Vendor Centric, he has been a trusted advisor to nonprofit organizations for 30 years, with a focus on helping them align the right people, processes and systems to mitigate third-party risk and drive more value from third-party contracts and relationships.

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