Eight Critical Strategies for Maximizing Cash Flow

No matter what the size of your business, one reality remains: cash flow is king. It’s the lifeblood of your business. Yet, while most small business owners know this truth, numerous still struggle with basic cash flow definitions, fundamentals or management strategies that truly maximize benefits. In today’s uncertain economy, characterized by frequent market fluctuations and ever rising interest rates, many small businesses with limited financial knowledge are struggling to stay alive, let alone flourish. So why is poor cash flow management such a large killer of small enterprises? Here are the two main reasons:

1 . Companies overestimate their income and underestimate their expenses

2 . Companies no longer see a cash shortage coming and they run out of money

You can have the most unbelievable service or product in the world, but if you run out of cash, it won’t matter. All of the hard work, planning and strategic thinking that went into creating and launching your business could easily be erased with poor cash flow management habits. Simply put, there is no better time than now to get your cash flow reality in check.

Cash Flow 101

Cash flow is the difference between inflows (actual incoming cash) and outflows (actual outgoing cash). Income is not counted until payment is received and expenses are not calculated until payment is created. Cash flow also includes infusions of working capital from investors or debt financing.

On a more formal level, cash flow is an accounting term of which refers to the amounts of cash being gotten and spent by a business within a defined period of time, sometimes tied to a particular project. Basically, it doesn’t matter how much money will be upon us soon in the future if you don’t have enough money to get from here to there.

Cash flow is frequently calculated on a monthly basis, since most billing cycles are monthly. However , in the cash-intensive business with a lot of stock turnover, such as a restaurant or ease store, it may be necessary to calculate over a weekly or even daily basis.

It’s also important to be clear about the differences between income and profit. As noted above, cash flow is a measure of your capacity to pay your bills on a regular basis. Benefit, on the other hand, is the difference between the total volume your business earns and all of its prices, usually tracked over a year.

To have a profit, most businesses have to develop and deliver goods and services to their buyers before being paid. However , if you don’t have enough money to pay your workers and suppliers before receiving repayment, you’ll be unable to deliver your section of the contract and ultimately, receive a profit. Therefore , to be able to grow your organization, you need to build up sufficient cash levels out to ensure consistently positive cash flow cases. Read on to learn more about critical strategies designed to help you maximize and manage your dollars flow.

Eight Critical Strategies for Successful Cash Flow Management

Culled from a lot of small business expertise, here are some key suggestions for managing your cash flow effectively and even efficiently:

1 . Set up systems that hard for you

If you manage a service business, and you have just a few major customers, then just about any cash-flow management system will work for people. You may be perfectly satisfied with the cash-flow management capabilities built into your business human resources system. Or you may prefer a more flexible spreadsheet-based approach, which permits easy scenario-based projections so you can account for upcoming business uncertainties.

If you sell various products, particularly ones which may reduction in value over time, you need a good inventory-management solution to identify slow-moving or end-of-season/line products. You won’t sell many winter months coats after February, for example , so maybe you should plan to put the slow-movers on sale in January. The information you require may come from an existing inventory record, or you may need to extract information in the inventory and sales database and even use a report-writer application to get the info in a form that’s most useful to your account.

Whether you’re using Microsoft Exceed spreadsheets or packaged accounting systems, it’s critical that you have a method to typically the managing cash flow. Forecasts, inflows in addition to outflows need to be regularly visualized to help you anticipate how cash flow is panning out and if you need to make adjustments. This way, you can see if there are imminent dollars imbalances that you’ll need to manage. For a lot of, outsourcing this process to accounting professionals is best – it’s truly determined by your comfort level and knowledge.

2 . Know how to project your cash flow

This is where it all starts, no matter what type of enterprise you operate. It’s imperative that you can to initially project your cash circulation and then over time, update it with actual figures (more on the fact that below). But first, you need to develop an approach that will help you build a foundational projection approach:

᾿ Start with the amount of cash accessible – your current bank account balance(s) in addition actual currency and coin.

᾿ Make a list of estimated inflows — customer payments, collection on debt, investment income, etc . List just how much as well as when it will be coming in.

᾿ Make a list of anticipated outflows instructions payroll, monthly overhead, payments on accounts payable or other personal debt, taxes payable or set aside intended for future payment, equipment purchases, marketing and advertising expenses, etc .

᾿ Put it to a spreadsheet in chronological order. If you’re showing a negative cash balance, you will have a potential problem. It’s best to be particularly conservative, that is, estimate inflows reduce and sooner and outflows larger and later. If you end up with a dollars surplus, it can cover you for any unanticipated cash shortage in the future, or even be invested in something to help improve your business. On the other hand, if you end up with an unanticipated cash shortfall, you can find yourself damaging your credit, losing suppliers, requiring you to cut employees, or out of business fully.

3. Know how to account for actual cash movement

Keep a copy of your forecast, but additionally monitor and track your actual cash flow.
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Comparing it to your outlook will help you realize where you have overlooked anything in your planning. After a few months of tracking, you’ll also find it an essential administration tool.

As time progresses, you are going to realize that some of your predictions were being wrong. That is a natural part of the course of action. When this happens, update figures on an every week basis to make your cash flow realistic. Once a year passes and you have a solid first step toward reporting, monthly updates will probably be plenty of.

One idea to help keep the “flow” healthy is to consider changing your invoicing cycle. A rule of thumb is to bill 25% of the alphabet each week. In that case, you’ll receive money from customers at regular intervals, rather than on a monthly basis.

It is advisable to be realistic by always overestimating your current expenses and underestimating your income. Your hard earned money flow should always be a ‘worst-case scenario’. If you know you can stay in business whenever things aren’t going well, then you find out you’ll be fine if the best-case predicament happens.

4. Manage customers properly

An inherent-and expected-part of the customer relationship is the understood exchange of money for the supply of goods and services. If you’re taking care of customers in the right way with regards to billing in addition to payment, you’ll keep your cash flow healthy and balanced and your customer relationships strong.

A substantial part of this involves getting invoices out there promptly. If you invoice clients, you aren’t going to get paid until you send out often the invoices. If you send out your bills on the 28th of the month, and your customers pay their bills around the 25th of the month, you’ll have to hang on a month before they pay. Accelerate cash flow by sending out invoices as soon as you ship products or complete a job. Also, use remittance envelopes, pre-addressed and stamped, and mail these your statements. This saves your customer time and effort in mailing your monthly payment and, oftentimes, saves at least one to many days in your receiving payment.

Also you can accept credit cards to speed up cashflow. Whether you are a retail store, business or perhaps government entity, you can establish a process for customers to use credit cards when making purchases. Instead of waiting 30 days or more to gather customer payments, you can get paid inside two or three days by asking them to pay you with a credit card, rather than having you bill them. Naturally, you’ll have to pay a percentage of each sale to the credit-based card company, and possibly a monthly fee, yet those expenses may be insignificant if you think the time and money you’ll spend less by not having to send out monthly statements. An added bonus: speeding up cash flow can help you speed up payments to your creditors, that might lower or eliminate interest payments you choose on your payables.

You may also want to consider transferring receivables to a finance company. If your buyers don’t like to pay bills for your providing with a credit card, or if the amount is too large for them to feel comfortable charging, look for finance companies that will offer loan products to your customers. You get paid today and you don’t have to go to the trouble involving sending out monthly statements.

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