1. The Focus Must be on Cash Management When Times Are Tough #029
Profit and turnover are, of course, important measures of business performance but
when times are as difficult as they are at the start of 2011 and many businesses are
finding themselves in difficulties the main focus must shift to cash.
Cash flow is the most immediate indicator of the way a business is performing and
can also provide a warning signal that action needs to be taken to prevent a slide
into insolvency.
Close attention to cash flow should give a clearer picture of the immediate state of
the business but while it may be possible to adjust to strengthen incomings against
outgoings this is only going to be a holding operation.
The business must also look at its business plan and business model, preferably with
the help of a turnaround adviser. An objective outsider working as part of the
business team to secure its medium and longer term future may identify fundamental
weaknesses that undermine the ability to control cash flow.
The first step in managing cash is to construct a 13-week cash flow forecast to help
identify risks and actions that can be taken to reduce them. It should include income
from sales and other receipts and outgoings, both to ongoing obligations such as rent
wages and finance and to creditors.
The business also needs to control cash on a daily basis, with payments made on a
priority basis with purchases approved by an authorised person who is aware of their
impact on cash flow. This will avoid the risk of returned cheques. It is also advisable to
talk to the bank and keep it aware of what is being done to keep things under
control.
If the forecast is showing that there is a mismatch in the timing of money coming in
and fixed amounts that have to be paid out (such as leases for buildings and
equipment, wages and supplies) the cash flow forecast will show where the problems
are and suggest what needs to be tackled and the order in which to do so.
For example, a business may have long-standing customers who are themselves
facing difficulties and for the sake of retaining their business may have been allowed
extra time to pay invoices. However, if this is beginning to push the business towards
insolvency action is needed. It may be that an arrangement can be made with the
customers to pay outstanding invoices in small amounts over an agreed period,
which will keep at least some cash coming in and preserve the relationship with the
customer.
In the same way, the company must manage payments against receipts by
prioritising them and paying out of cash received in order of priority. Priority payments
will be needed to keep the business going such as purchasing materials where
suppliers are often on stop.
The level of intensive cash management will depend on how severe the cash flow
situation is. Steps should be taken to improve cash flow by looking at prices, staffing,
overheads and all other costs to consider whether there are cost savings that can be
made. Does the company really need three fork lift trucks or can it manage with two
or even one, for example. Is it possible to renegotiate payments and prices with
suppliers or reduce the quantity of supplies ordered? It is in their interests to negotiate
since they too will want to survive and retain business. It may be that they will accept

2. a rearrangement of, say, quarterly payments to monthly payments to keep things
under control.
Similarly, are all the staff fully occupied? If not, and they are valuable people the
business does not want to lose, it may be worth cutting overtime or negotiating
reduced hours or reduced wages. If people feel included in the decision making and
are all working together to help the company survive agreements can be reached
that will help the cash flow situation in the immediate future while also protecting the
longer term future.
Tight control of cash coupled with a thorough look at the business model and a
realistic business plan will go a long way to help a business survive in difficult trading
conditions.