As companies become increasingly global, the number of banking relationships tends to proliferate, resulting in cash accumulating in multiple countries and currencies. Accessing that cash for internal purposes, whether financing seasonal working capital needs, corporate overhead, debt service, dividends, share repurchase programs or financing new ventures and acquisitions, is now more important than ever. In these times of unprecedented financial uncertainty, with the likelihood that credit will be less available and more costly in the foreseeable future, harnessing internal liquidity to reduce one\'s reliance on external funding sources may provide critical to weathering successfully the continuing storm. The corporate treasurer, seeking to become a strategic partner that truly adds value by enhancing financial performance, must look beyond the obvious. Selecting the right banking partner and designing the right banking structure for one\'s company are of paramount importance, but so too are the fundamentals of good project management, such as clarifying objectives, obtaining sponsorship, anticipating cultural resistance and combating resource constraints. This paper suggests ten thought-provoking steps to move today\'s treasurer that much closer to success in optimizing global liquidity.
Organizations that can clearly and accurately articulate their financial story and resource needs are better positioned to make a strong case for support. In both good times and bad, your stakeholders will be more engaged if you can provide a data-driven assessment that links your nonprofit’s financial health to its impact and accomplishments. This can inform strategic planning and guide leadership in making mission driven, financially sound decisions.
We've created a worksheet divided into six core areas of nonprofit finance, described in detail in the document:
Revenue
Expenses
Probability and Savings
Health of the Balance Sheet
Liquidity
Financial Planning
Use the worksheet to capture a snapshot of your nonprofit’s strengths and weaknesses. Together, these areas help you balance the three critical components essential to your organization’s long-term viability: Mission, Capacity, and Capital.
Cash, Connections and Chemistry - Angel investment in early stage technology ...Dave Litwiller
This document discusses actions that entrepreneurs and angel investors can take to build a successful partnership during early stage technology ventures.
For entrepreneurs, key actions include delivering a concise initial pitch, outlining a two to four month roadmap, responding quickly after meetings, focusing fully on term sheet negotiations, planning for different liquidity scenarios, and being open to sharing decision-making.
For angel investors, important contributions involve providing guidance over time, acting as a sounding board, leveraging their network, helping scenario plan, and sourcing interest for exits. Taking these steps can help qualify the relationship and increase the chances of investment success.
Adapating A Practice For Retirement Income Planningdglickman
The document discusses the challenges financial advisors face as the industry shifts from asset accumulation to retirement income planning. It notes that retirement income planning is more complex and time-intensive than traditional accumulation services. Additionally, compensation models may need to adapt as retired clients' portfolios shift to more conservative assets that generate less commission revenue. The document provides strategies for advisors to adapt their practices, such as expanding expertise, utilizing technology, and developing new compensation approaches.
2008 Kennet Growth Strategies For Bootstrapped Companies For Projectionjrojas_kennet
This document discusses strategies for bootstrapped companies to pursue growth and raise capital. It notes that many successful companies like eBay and Dell initially bootstrapped through self-funding and then raised growth capital after achieving $4-6 million in revenue. Bootstrapping forces companies to listen to customers and focus on sustainability. However, bootstrapped companies face constraints on growth and recruiting as they mature. The document recommends bootstrapped companies lay foundations for managed growth, develop sales scaling, and consider raising external capital when growth opportunities emerge.
The document discusses strategies for commercial real estate owners to successfully work out loans during an economic downturn. It recommends that owners conduct a self-analysis, develop a management plan, and proactively communicate with their banker to negotiate modified terms. Knowing the business realities and taking swift action are essential to preserve business value and influence the banker to be flexible through forbearance or restructuring. Personal expenses also must be carefully monitored during negotiations.
4 active vs passive advisor insert funds flows dfa (advisor present) p. 1-3, ...Weydert Wealth Management
This excellent article contains three key graphics illustrating how average investors flow into and out of investments at the wrong times and contrasts this with the average DFA investor who remains much more consistent and disciplined.
The document discusses the importance of business planning for charities. It notes that business planning helps charities understand themselves as businesses, identify gaps and resource needs, build teamwork, and guide operations. Case studies are provided of charities that benefited significantly from business planning assistance provided by The Cranfield Trust's volunteers. The document emphasizes that effective business planning is crucial for charities to survive funding cuts, remain financially sustainable, and achieve their goals.
Portfolio Management Special by Private equity is already well known for its focus on cash. But when sales are down, and new finance a precious commodity,
it is essential that every last drop of working capital is squeezed from investee companies.
When smoothing over a transition period
in a successful firm, interim managers can
be important. But during a recession, as
portfolio company valuations plummet, bringing in an experienced head who is unafraid to make tough decisions could be the difference between financial freefall or a soft landing.
Organizations that can clearly and accurately articulate their financial story and resource needs are better positioned to make a strong case for support. In both good times and bad, your stakeholders will be more engaged if you can provide a data-driven assessment that links your nonprofit’s financial health to its impact and accomplishments. This can inform strategic planning and guide leadership in making mission driven, financially sound decisions.
We've created a worksheet divided into six core areas of nonprofit finance, described in detail in the document:
Revenue
Expenses
Probability and Savings
Health of the Balance Sheet
Liquidity
Financial Planning
Use the worksheet to capture a snapshot of your nonprofit’s strengths and weaknesses. Together, these areas help you balance the three critical components essential to your organization’s long-term viability: Mission, Capacity, and Capital.
Cash, Connections and Chemistry - Angel investment in early stage technology ...Dave Litwiller
This document discusses actions that entrepreneurs and angel investors can take to build a successful partnership during early stage technology ventures.
For entrepreneurs, key actions include delivering a concise initial pitch, outlining a two to four month roadmap, responding quickly after meetings, focusing fully on term sheet negotiations, planning for different liquidity scenarios, and being open to sharing decision-making.
For angel investors, important contributions involve providing guidance over time, acting as a sounding board, leveraging their network, helping scenario plan, and sourcing interest for exits. Taking these steps can help qualify the relationship and increase the chances of investment success.
Adapating A Practice For Retirement Income Planningdglickman
The document discusses the challenges financial advisors face as the industry shifts from asset accumulation to retirement income planning. It notes that retirement income planning is more complex and time-intensive than traditional accumulation services. Additionally, compensation models may need to adapt as retired clients' portfolios shift to more conservative assets that generate less commission revenue. The document provides strategies for advisors to adapt their practices, such as expanding expertise, utilizing technology, and developing new compensation approaches.
2008 Kennet Growth Strategies For Bootstrapped Companies For Projectionjrojas_kennet
This document discusses strategies for bootstrapped companies to pursue growth and raise capital. It notes that many successful companies like eBay and Dell initially bootstrapped through self-funding and then raised growth capital after achieving $4-6 million in revenue. Bootstrapping forces companies to listen to customers and focus on sustainability. However, bootstrapped companies face constraints on growth and recruiting as they mature. The document recommends bootstrapped companies lay foundations for managed growth, develop sales scaling, and consider raising external capital when growth opportunities emerge.
The document discusses strategies for commercial real estate owners to successfully work out loans during an economic downturn. It recommends that owners conduct a self-analysis, develop a management plan, and proactively communicate with their banker to negotiate modified terms. Knowing the business realities and taking swift action are essential to preserve business value and influence the banker to be flexible through forbearance or restructuring. Personal expenses also must be carefully monitored during negotiations.
4 active vs passive advisor insert funds flows dfa (advisor present) p. 1-3, ...Weydert Wealth Management
This excellent article contains three key graphics illustrating how average investors flow into and out of investments at the wrong times and contrasts this with the average DFA investor who remains much more consistent and disciplined.
The document discusses the importance of business planning for charities. It notes that business planning helps charities understand themselves as businesses, identify gaps and resource needs, build teamwork, and guide operations. Case studies are provided of charities that benefited significantly from business planning assistance provided by The Cranfield Trust's volunteers. The document emphasizes that effective business planning is crucial for charities to survive funding cuts, remain financially sustainable, and achieve their goals.
Portfolio Management Special by Private equity is already well known for its focus on cash. But when sales are down, and new finance a precious commodity,
it is essential that every last drop of working capital is squeezed from investee companies.
When smoothing over a transition period
in a successful firm, interim managers can
be important. But during a recession, as
portfolio company valuations plummet, bringing in an experienced head who is unafraid to make tough decisions could be the difference between financial freefall or a soft landing.
The document discusses the importance of business planning for charities. It notes that business planning helps charities understand themselves as businesses, identify gaps and resource needs, build teamwork, and guide operations. Case studies are provided of charities that benefited significantly from business planning assistance provided by volunteers from The Cranfield Trust. The document emphasizes that effective business planning is important for charities to survive funding cuts, remain financially sustainable, and achieve their goals.
Working Your Nonprofit With A Corporate Brain Power Pointguest7300929
When funding may appear to be more restricted, nonprofits that embrace a corporate mindset become more poised for sustainability. Any nonprofit, of any size, can re-evaluate their strategy to meet the demands of the current economy, while renewing hope and energy toward their mission.
Shareholders Are Dissatisfied with CEO Compensation and Disclosure--Proxies Are Too Long, Difficult to Read.
Only 38 percent of institutional investors believe that corporate disclosure about executive compensation is clear and easy to understand. “Shareholders want to know that the size, structure, and performance targets used in executive compensation contracts are appropriate,” says Professor David F. Larcker of the Stanford Graduate School of Business. “Our research shows that, across the board, they are dissatisfied with the quality and clarity of the information they receive about compensation in the corporate proxy. Even the largest, most sophisticated investors are unhappy.”
“With new pressure from activist investors and annual ‘Say on Pay’ (SOP) votes, it is more important than ever that companies explain to their shareholder base why the compensation packages they offer are appropriate in size and structure,” says Aaron Boyd, director of Governance Research at Equilar. “Investors are noticing the wide range in quality and clarity among various companies’ proxies. They want companies to communicate and explain, rather than simply disclose,” adds Ron Schneider, director of Corporate Governance Services at RR Donnelley Financial Services. “This represents a significant opportunity for many companies to improve the clarity of their proxies.”
In the fall of 2014, RR Donnelley, Equilar, and the Rock Center for Corporate Governance at Stanford University surveyed 64 asset managers and owners with a combined $17 trillion in assets to understand how institutional investors use the information in corporate proxies.
This document discusses credit concentrations and the importance of identifying, monitoring, measuring, and controlling related risks. It provides examples of how loans can be grouped into pools based on similar risk characteristics and aggregated if certain conditions are met. The document also outlines house and portfolio limits established by the bank's board to control concentration risk and discusses the value of stress testing and robust management information systems in mitigating risk.
Mike Jones • ProEquities, Inc.
- Bucket investing with risk-managed portfolios by David Varadi, Jerry Wagner, J.D., George Yang, Ph.D. & CFA
- Employment increases set new record
- Referrals fueled by process management (James Franke • Harbour Investments, Inc.)
Steve Redelsperger • Cadaret, Grant & Co., Inc.
- Risky business: How to create a better investor behavioral profile by Kellye Whitney
- October lives up to volatility reputation
- Creating tax-advantaged financial strategies (Gary Strawn, Transamerica Financial Advisors, Inc.)
Cornerstone foundations of sensible investingRobUgiansky
This document provides an overview of Loring Ward's investment philosophy and strategies. It discusses their foundation in San Jose, CA and focus on improving investors' wealth management experience through academically-based investment strategies. It then discusses various investment concepts including the importance of asset allocation, benefits of lower volatility portfolios, characteristics of effective mutual funds, and building diversified portfolios along the efficient frontier. Charts and examples are provided on historical asset class performance, investor behavior, and sample portfolio allocations and returns.
Tone at the Top - Questions to ask at Board MeetingsRobert Seestadt
The document discusses establishing "tone at the top" through board oversight and asking questions at meetings. It provides 25 questions for boards to consider asking management teams to gain insight. Examples include asking about cash reserves, insurance coverage, key challenges, and compliance with audit recommendations. The questions are meant to facilitate open-ended discussions about operations, planning, risks and controls.
Banks want to see 13-week cash flow forecasts, current financial statements including balance sheets, income statements and cash flow statements, and a turnaround plan with defined milestones and metrics. They want clarity on the issues, full disclosure of financials, and solutions or plans from management rather than just problems. Banks are looking for signs the borrower has "skin in the game" through things like owner capital infusions. Providing these tools and transparency can help banks understand the situation and be more supportive for troubled borrowers.
This document discusses best practices in investor relations that fund managers can adopt to gain an advantage in the current competitive market. It recommends that fund managers prioritize client relationships by creating open communication to build confidence and motivate current investors. Managers should ensure clients understand the investment strategy and can relay it to prospective investors. Adopting proven investor relations practices includes educating investors on strategies and industry trends, conducting surveys to understand client needs, and scheduling regular one-on-one meetings with institutional investors. Developing trust and partnership with clients through transparency and responsiveness helps increase client stickiness during periods of varying performance.
This newsletter summarizes key topics for small businesses including accessing finance, negotiating financing terms, preparing accurate business plans, and presenting proposals to the appropriate decision makers. It also briefly outlines recent tax law changes and incentives regarding employer PRSI contributions and a new double taxation agreement between Ireland and Hong Kong.
This document discusses what banks look for when determining whether a small-to-medium enterprise (SME) is "bankable" for loans. It outlines the 5 C's of credit that banks evaluate: Character, Capacity, Capital, Collateral, and Conditions. SMEs need to demonstrate their willingness, capacity, risk management practices, and financial stability to satisfy these criteria. The document provides tips for SME owners to prepare documentation like financial statements and business plans for initial bank meetings to discuss cash flow-based or scorecard-based lending options.
1) The document discusses how defined contribution plan re-enrollment can help guide all plan participants to better asset allocations by defaulting them into target date funds if they do not make active selections during the re-enrollment period.
2) It addresses some potential roadblocks to re-enrollment like beliefs about participant decision making and collective bargaining, and suggests overcommunicating the benefits of target date funds to help with implementation.
3) The case study describes how one plan re-enrollment resulted in 75% of participants being in age-appropriate allocations compared to 29% before, dramatically improving portfolio construction.
10 Questions to Ask at Your Next Board MeetingRoger Branch
This document provides 10 questions for company boards to focus on at meetings to drive strategic discussion and long-term performance. The questions are divided into 3 governance questions regarding key metrics, risk management, and board composition, and 7 strategic questions focused on market changes, growth plans, evaluating proposals, and balancing mission with sustainability. Addressing these questions is meant to help boards focus on strategic issues rather than getting bogged down in procedural activities.
• A rationale that includes a detailed explanation of, and justification for your real world application of the content; this is the inquiry/research project you are proposing and why.
• How the application of the content addresses a global issue you have identified which is relevant to the math content
• Your math area of choice (this should be an area you feel less prepared to teach)
• Research into the identified content area to strengthen your knowledge
Federal agencies face increasing budget pressures that have forced workforce reductions over 10% in some agencies. As budgets continue to decline, CFOs must optimize workforce expenditures, which totaled $222 billion in 2015. CFOs need better data linking workforce funding to mission outcomes in order to make difficult budget decisions regarding the workforce. Advanced analytics can provide insights into spending alignment with priorities and costs. Integrating financial, workforce, and performance data helps CFOs understand ROI from workforce spending and optimize taxpayer dollars.
The document provides an overview of effective non-profit board training. It covers the roles and responsibilities of board members and officers, governance practices like bylaws and strategic planning, oversight of grants and finances, and developing organizational policies. The training agenda includes topics such as board structure, compliance, decision-making processes, and best practices to ensure boards function well.
Este documento instruye al lector a encontrar fracciones equivalentes, convertir fracciones a decimales y realizar operaciones básicas con fracciones. Proporciona ejercicios sin respuestas para practicar estas habilidades.
Este documento habla sobre alimentos que pueden ayudar a blanquear los dientes de forma natural. Menciona que vegetales crujientes como las zanahorias, apio y rábanos ayudan a quitar manchas de los dientes, y que morder una manzana equivale a un cepillado completo. También señala que el queso acelera la reposición de minerales en el esmalte dental y el limón mezclado con sal o bicarbonato de sodio funciona como blanqueador dental.
The document discusses the importance of business planning for charities. It notes that business planning helps charities understand themselves as businesses, identify gaps and resource needs, build teamwork, and guide operations. Case studies are provided of charities that benefited significantly from business planning assistance provided by volunteers from The Cranfield Trust. The document emphasizes that effective business planning is important for charities to survive funding cuts, remain financially sustainable, and achieve their goals.
Working Your Nonprofit With A Corporate Brain Power Pointguest7300929
When funding may appear to be more restricted, nonprofits that embrace a corporate mindset become more poised for sustainability. Any nonprofit, of any size, can re-evaluate their strategy to meet the demands of the current economy, while renewing hope and energy toward their mission.
Shareholders Are Dissatisfied with CEO Compensation and Disclosure--Proxies Are Too Long, Difficult to Read.
Only 38 percent of institutional investors believe that corporate disclosure about executive compensation is clear and easy to understand. “Shareholders want to know that the size, structure, and performance targets used in executive compensation contracts are appropriate,” says Professor David F. Larcker of the Stanford Graduate School of Business. “Our research shows that, across the board, they are dissatisfied with the quality and clarity of the information they receive about compensation in the corporate proxy. Even the largest, most sophisticated investors are unhappy.”
“With new pressure from activist investors and annual ‘Say on Pay’ (SOP) votes, it is more important than ever that companies explain to their shareholder base why the compensation packages they offer are appropriate in size and structure,” says Aaron Boyd, director of Governance Research at Equilar. “Investors are noticing the wide range in quality and clarity among various companies’ proxies. They want companies to communicate and explain, rather than simply disclose,” adds Ron Schneider, director of Corporate Governance Services at RR Donnelley Financial Services. “This represents a significant opportunity for many companies to improve the clarity of their proxies.”
In the fall of 2014, RR Donnelley, Equilar, and the Rock Center for Corporate Governance at Stanford University surveyed 64 asset managers and owners with a combined $17 trillion in assets to understand how institutional investors use the information in corporate proxies.
This document discusses credit concentrations and the importance of identifying, monitoring, measuring, and controlling related risks. It provides examples of how loans can be grouped into pools based on similar risk characteristics and aggregated if certain conditions are met. The document also outlines house and portfolio limits established by the bank's board to control concentration risk and discusses the value of stress testing and robust management information systems in mitigating risk.
Mike Jones • ProEquities, Inc.
- Bucket investing with risk-managed portfolios by David Varadi, Jerry Wagner, J.D., George Yang, Ph.D. & CFA
- Employment increases set new record
- Referrals fueled by process management (James Franke • Harbour Investments, Inc.)
Steve Redelsperger • Cadaret, Grant & Co., Inc.
- Risky business: How to create a better investor behavioral profile by Kellye Whitney
- October lives up to volatility reputation
- Creating tax-advantaged financial strategies (Gary Strawn, Transamerica Financial Advisors, Inc.)
Cornerstone foundations of sensible investingRobUgiansky
This document provides an overview of Loring Ward's investment philosophy and strategies. It discusses their foundation in San Jose, CA and focus on improving investors' wealth management experience through academically-based investment strategies. It then discusses various investment concepts including the importance of asset allocation, benefits of lower volatility portfolios, characteristics of effective mutual funds, and building diversified portfolios along the efficient frontier. Charts and examples are provided on historical asset class performance, investor behavior, and sample portfolio allocations and returns.
Tone at the Top - Questions to ask at Board MeetingsRobert Seestadt
The document discusses establishing "tone at the top" through board oversight and asking questions at meetings. It provides 25 questions for boards to consider asking management teams to gain insight. Examples include asking about cash reserves, insurance coverage, key challenges, and compliance with audit recommendations. The questions are meant to facilitate open-ended discussions about operations, planning, risks and controls.
Banks want to see 13-week cash flow forecasts, current financial statements including balance sheets, income statements and cash flow statements, and a turnaround plan with defined milestones and metrics. They want clarity on the issues, full disclosure of financials, and solutions or plans from management rather than just problems. Banks are looking for signs the borrower has "skin in the game" through things like owner capital infusions. Providing these tools and transparency can help banks understand the situation and be more supportive for troubled borrowers.
This document discusses best practices in investor relations that fund managers can adopt to gain an advantage in the current competitive market. It recommends that fund managers prioritize client relationships by creating open communication to build confidence and motivate current investors. Managers should ensure clients understand the investment strategy and can relay it to prospective investors. Adopting proven investor relations practices includes educating investors on strategies and industry trends, conducting surveys to understand client needs, and scheduling regular one-on-one meetings with institutional investors. Developing trust and partnership with clients through transparency and responsiveness helps increase client stickiness during periods of varying performance.
This newsletter summarizes key topics for small businesses including accessing finance, negotiating financing terms, preparing accurate business plans, and presenting proposals to the appropriate decision makers. It also briefly outlines recent tax law changes and incentives regarding employer PRSI contributions and a new double taxation agreement between Ireland and Hong Kong.
This document discusses what banks look for when determining whether a small-to-medium enterprise (SME) is "bankable" for loans. It outlines the 5 C's of credit that banks evaluate: Character, Capacity, Capital, Collateral, and Conditions. SMEs need to demonstrate their willingness, capacity, risk management practices, and financial stability to satisfy these criteria. The document provides tips for SME owners to prepare documentation like financial statements and business plans for initial bank meetings to discuss cash flow-based or scorecard-based lending options.
1) The document discusses how defined contribution plan re-enrollment can help guide all plan participants to better asset allocations by defaulting them into target date funds if they do not make active selections during the re-enrollment period.
2) It addresses some potential roadblocks to re-enrollment like beliefs about participant decision making and collective bargaining, and suggests overcommunicating the benefits of target date funds to help with implementation.
3) The case study describes how one plan re-enrollment resulted in 75% of participants being in age-appropriate allocations compared to 29% before, dramatically improving portfolio construction.
10 Questions to Ask at Your Next Board MeetingRoger Branch
This document provides 10 questions for company boards to focus on at meetings to drive strategic discussion and long-term performance. The questions are divided into 3 governance questions regarding key metrics, risk management, and board composition, and 7 strategic questions focused on market changes, growth plans, evaluating proposals, and balancing mission with sustainability. Addressing these questions is meant to help boards focus on strategic issues rather than getting bogged down in procedural activities.
• A rationale that includes a detailed explanation of, and justification for your real world application of the content; this is the inquiry/research project you are proposing and why.
• How the application of the content addresses a global issue you have identified which is relevant to the math content
• Your math area of choice (this should be an area you feel less prepared to teach)
• Research into the identified content area to strengthen your knowledge
Federal agencies face increasing budget pressures that have forced workforce reductions over 10% in some agencies. As budgets continue to decline, CFOs must optimize workforce expenditures, which totaled $222 billion in 2015. CFOs need better data linking workforce funding to mission outcomes in order to make difficult budget decisions regarding the workforce. Advanced analytics can provide insights into spending alignment with priorities and costs. Integrating financial, workforce, and performance data helps CFOs understand ROI from workforce spending and optimize taxpayer dollars.
The document provides an overview of effective non-profit board training. It covers the roles and responsibilities of board members and officers, governance practices like bylaws and strategic planning, oversight of grants and finances, and developing organizational policies. The training agenda includes topics such as board structure, compliance, decision-making processes, and best practices to ensure boards function well.
Este documento instruye al lector a encontrar fracciones equivalentes, convertir fracciones a decimales y realizar operaciones básicas con fracciones. Proporciona ejercicios sin respuestas para practicar estas habilidades.
Este documento habla sobre alimentos que pueden ayudar a blanquear los dientes de forma natural. Menciona que vegetales crujientes como las zanahorias, apio y rábanos ayudan a quitar manchas de los dientes, y que morder una manzana equivale a un cepillado completo. También señala que el queso acelera la reposición de minerales en el esmalte dental y el limón mezclado con sal o bicarbonato de sodio funciona como blanqueador dental.
El documento describe las medidas adoptadas por el gobierno español para reducir los gastos públicos en educación. Estas incluyen aumentar las ratios de alumnos por aula en primaria y secundaria en un 20%, retrasar la incorporación de docentes interinos hasta que una baja supere los 10 días, e implantar nuevos ciclos de formación profesional dos años más tarde de lo planeado originalmente. También establece cómo se financiarán los precios públicos de la enseñanza superior y de másteres, los cuales cubrirán entre el 15-25% del
Carta dirigida a las Federaciones Territoriales de Espeleología para el envío de la revista ESPELEO nº 23 y para el Campeonato de España de TPV en Espeleología que se celebrará en Villacarrillo en octubre de 2012.
This summary provides an overview of the key points from the document in 3 sentences:
The document discusses the Assembly and Executive Reform (Assembly Opposition) Bill which seeks to establish a formal opposition in the Northern Ireland Assembly and make changes to how the Assembly and Executive operate. It analyzes provisions in the Bill related to the formation of an opposition, including the role of qualifying parties and technical groups. Concerns raised include the restrictions placed on technical groups and whether small technical groups should receive all the rights and benefits intended for a formal opposition.
Carroll Joyce Sawyer has over 30 years of experience in administrative, retail, and teaching roles. She currently works as an office clerk for Portsmouth Public Schools, and has previously served as an administrative assistant for their physical education, athletics, and art departments. She also has experience as a church secretary, floral designer, retail manager, visual merchandiser, preschool teacher, and interior designer. Sawyer has an Associate's Degree in Graphic Arts/Interior Design and certificates in Interior Design. She lists skills in office work, customer service, sales, event planning, retail display, and teaching.
Este documento presenta imágenes aéreas de lugares y paisajes de Francia. Muestra vistas panorámicas de ciudades como París y regiones como los Alpes desde una perspectiva elevada para que los lectores puedan apreciar la belleza del país desde lo alto. El documento finaliza invitando a compartir la presentación con otros y ofreciendo la posibilidad de suscribirse a un servicio para recibir más presentaciones similares.
Un documento corto en un idioma desconocido no puede ser resumido adecuadamente con solo 3 oraciones. El texto proporcionado no contiene información comprensible que pueda resumirse.
Este documento resume la segunda semana de seguimiento al plan de área de la Institución Educativa Colegio Loyola para la Ciencia y la Innovación. En esta semana, cada grupo estudiantil escogió un proyecto de investigación para el año escolar. El grupo 9-1 eligió investigar sobre "Bacterias en los baños móviles" después de debatir las ventajas y desventajas de diferentes opciones y consultar recursos en línea.
James Weber is a photographer who specializes in fashion, beauty, and product photography. He works for Punch Artists Inc, a photography company. Punch Artists Inc provides photography services for fashion, beauty, and products.
O Senhor ressurgiu (Entrada) é uma canção sobre a ressurreição de Cristo. A letra celebra que Cristo ressuscitou como o Cordeiro de Deus que foi sacrificado por nós e agora venceu a morte. A canção também fala sobre como Cristo remiu seus irmãos e os conduziu ao Pai no Espírito Santo, unindo a família de Deus que é a Igreja.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
Ponencia Globalfilms - Comexi Lamination Sessions junio 2013GLOBALFILMS
Este documento resume diferentes tipos de materiales de embalaje flexible, sus características y aplicaciones. Describe materiales como BOPP, PET, OPA, PE y aluminio, y proporciona cuadros comparativos de sus barreras al vapor de agua y oxígeno. También incluye recomendaciones para problemas comunes de embalaje flexible.
El documento ofrece 8 recomendaciones para estimular conflictos saludables en un equipo: 1) crear un ambiente que fomente el conflicto estableciendo metas claras, 2) recompensar a quienes defienden su punto de vista con respeto, 3) examinar las propias acciones si el equipo no se siente cómodo expresando opiniones.
This document provides an introduction to finance and working capital. It defines key terms like finance, working capital, gross working capital and net working capital. It discusses the importance of financial planning and maintaining adequate versus excessive working capital. It also outlines the operating cycle for manufacturing and trading businesses to demonstrate the time gaps that working capital is needed to address.
A white paper on the unique Service Oriented Architecture benefits of ARMnet Financial Software in the financial product management space. Using a client centric CIF file ARMnet is capable of managing any financial product for loan or mortgage origination and servicing, lease or fleet management, wealth or deposit management institutions.
Includes articles on the following:
Gold at the end of the Rainbow; Successful Merger Integration, Delivering Cost Savings in the Public Sector, Building Local Capability, USA, Banking; Passing the Point of No Return, Project Management in a Dynamic Environment, Chaucer Way to Successful M&A, The World Cup
This document discusses keys to successful working capital management. It begins by explaining that working capital management involves ensuring a company can fund short-term assets with short-term liabilities. However, many CFOs struggle with identifying drivers of working capital and setting the appropriate levels. The document then discusses factors that influence working capital performance, such as external constraints and internal silos. It stresses the importance of cash flow forecasting and considering various scenarios. Finally, it provides several ways companies can improve their working capital position, such as educating personnel, streamlining disputes, and setting achievable targets.
DT 38-39 Cash Forecasting - The Treasurer - July 2015David Tilston
Private equity investors take 13-week rolling cash flow forecasts very seriously because cash is critical for private equity-backed companies to act rapidly on opportunities and address large cash needs. The forecasts allow companies to monitor liquidity and address potential issues. Private equity firms also use the forecasts to manage cash allocation across their investment portfolios and monitor financial covenant headroom.
This document provides an introduction and overview of liquidity management. It defines liquidity management and discusses its importance. It also outlines several theories of liquidity management, including the commercial loan theory, shiftability theory, anticipated income theory, and liabilities management theory. The document discusses concepts, objectives, and methods of liquidity management. It analyzes liquidity management through funds flow analysis and ratio analysis. In summary:
1) Liquidity management involves managing a company's cash flow and assets to ensure sufficient liquidity for short-term obligations.
2) Theories of liquidity management attempt to resolve the conflict between liquidity and profitability through different approaches to asset allocation and liability management.
3)
Shipping companies are experiencing difficult financial times with many unable to repay or service debts. It is essential for companies to have properly documented and timely financial information, including financial models projecting future cash flows, to present to banks in the event of potential defaults. Financial modelling can help identify ways to manage volatility and support restructuring proposals. Experienced external advisors like Moore Stephens can help companies reduce costs associated with resolving financial problems by working with stakeholders before and after bank intervention.
This document summarizes a research study that examined the relationship between working capital management and financial performance of deposit money banks in Nigeria from 2007 to 2013. The study found a strong positive relationship between current ratio, quick ratio, and return on assets (ROA), while cash ratio was found to be inversely related to ROA. It recommends that banks maintain adequate liquidity through higher current and quick ratios to improve profitability, while reducing the amount of cash held to invest funds and generate higher returns. In general, the study empirically proved that effective working capital management can positively impact the profitability of deposit money banks in Nigeria.
Effective Financial Forecasting - Develop the Capabilities Necessary to Antic...Stephen G. Lynch
This document discusses effective financial forecasting and the need to transform forecasting processes. It notes that accurate forecasting is essential but difficult due to dynamic environments and challenges like inconsistent data, disconnected forecasts between departments, and manual processes. The document recommends that companies integrate forecasts across departments, leverage technology for planning, reduce forecast detail, implement rolling forecasts, and drive cultural changes to incentivize accurate forecasts. Taking these steps can help companies effectively execute strategies and allocate resources using improved forecasting.
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1. Papers
Ten steps towards maximising
global liquidity
Received: 12th September, 2008
Jane Casey
has been with Blyth, Inc. for 12 years, serving as its treasurer for almost four years. Jane received her BA from Williams College and her
MBA from the University of Pennsylvania’s Wharton School. She began her career in financial services, working primarily in corporate staff
positions at Citibank, N.A. and Merrill Lynch & Co.
Jane Casey, Vice President & Treasurer, Blyth, Inc, One East Weaver Street, Greenwich, CT 06831-5118, USA
Tel: +1 203 552 6619; Fax: +1 203 861 7850; E-mail: jcasey@blyth.com
Abstract As companies become increasingly global, the number of banking relationships tends
to proliferate, resulting in cash accumulating in multiple countries and currencies. Accessing that
cash for internal purposes, whether financing seasonal working capital needs, corporate over-
heads, debt service, dividends, share repurchase programmes or financing new ventures and
acquisitions, is now more important than ever. In these times of unprecedented financial uncer-
tainty, with the likelihood that credit will be less available and more costly in the foreseeable
future, harnessing internal liquidity to reduce one’s reliance on external funding sources may
prove critical to weathering successfully the continuing storm. The corporate treasurer, seeking
to become a strategic partner that truly adds value by enhancing financial performance, must
look beyond the obvious. Selecting the right banking partner and designing the right banking
structure for one’s company are of paramount importance, but so too are the fundamentals of
good project management, such as clarifying objectives, obtaining sponsorship, anticipating cul-
tural resistance and combating resource constraints. This paper suggests ten thought-provoking
steps to move today’s treasurer that much closer to success in optimising global liquidity.
KEYWORDS: global liquidity, global banking, liquidity management, cash management
INTRODUCTION exchange exposure, and the foundation to
Whether working for a multibillion-dollar implement tax planning strategies. As such, it is
global corporation with a presence on multiple important to review and address the numerous
continents or a primarily home-based company component parts of the cash management
just beginning to diversify geographically, process to derive the best overall result.
there are certain guiding principles that will As companies become increasingly global,
facilitate optimal cash utilisation. While the the number of bank accounts proliferates, such
ultimate benefit is self-evident — enhanced that significant cash levels grow in different
financial performance — it is demonstrated in countries and in various currencies. However,
numerous ways, including heightened visibility the demand for cash, beyond seasonal working
to the corporation’s cash position, tighter capital needs, may well be concentrated
control over significant cash sums, improved elsewhere. Cash to fund corporate overheads,
cash-flow forecasting — essential to making debt payments, share repurchase programmes
sound borrowing and investment decisions, and shareholder dividends is likely to be in the
stronger bank partnerships, reduced foreign home country and, while acquisitions may be
104 Journal of Corporate Treasury Management Vol. 2, 2 104–110 # Henry Stewart Publications 1753-2574 (2008)
2. Ten steps towards maximising global liquidity
anywhere in the world, if driving strategic and not intervene in matters that will adversely
growth, they are often not where the company affect its day-to-day operations. However, it is
is already generating significant cash balances. equally important to differentiate between true
In the absence of tax-efficient methods to business needs and mere legacy preferences.
repatriate or aggregate this cash where it is Longstanding relationships with local
needed, companies need to find ways to harness bankers may be difficult to unravel. Further, if
the underlying value. The following ten steps local operating units are measured on operating
may not capture every consideration relevant results, they have little incentive to focus on
to the individual organisation, but they interest income. In fact, they may even be
certainly provide a good foundation from willing to sacrifice yield to minimise the
which to go forward. banking fees that do affect their measured
results. While one must be sensitive to the
1: CLARIFY OBJECTIVES AND customer service benefits of local relationships,
this must be weighed carefully against the
OBTAIN SPONSORSHIP
opportunities provided by leveraging the
Before embarking on a liquidity management
banking business.
initiative, articulate the objectives clearly and
ensure the requisite sponsorship from both
corporate management and key operating unit 3: COMBAT RESOURCE
personnel. Having clear objectives will facilitate CONSTRAINTS
the formulation of a project plan and allow Management focus and IT support are two areas
accurate measurement not only of the overall in which resource constraints are likely.
results, but also key interim milestones that Management support and sponsorship should
must be met to keep the project on target. In largely address the management focus issue. To
addition, the treasurer will be in a better reinforce that commitment, however, one
position to communicate clearly objectives and should demonstrate to stakeholders how the
desired outcomes to the stakeholders whose project benefits them, either directly by
cooperation is critical to the project’s success. enhancing their bottom line or indirectly by
Similarly, once management understands and benefiting the company overall, thereby freeing
supports the project’s objectives, it can be relied up other resources that can be directed to
upon to address the issues that will arise, such meeting other stakeholder needs. Overcoming
as prioritisation, cultural resistance and resource IT resource constraints requires financial analysis
constraints. to demonstrate a bottom-line impact that
justifies either making the project a priority for
2: ANTICIPATE CULTURAL internal IT resources or bringing in outside
resources to supplement the IT team. More often
RESISTANCE
than not, it will be difficult to divert internal IT
Size matters, whether negotiating credit lines
resources away from projects driving revenues
or seeking enhanced yield on net credit
or reducing costs, whatever the business.
balances, so concentrating funds will lead to a
However, a well-constructed analysis of the
better economic outcome. However, human
beneficial financial impact of improved global
nature suggests that operating unit personnel
liquidity should justify the cost of obtaining
will be reluctant to embrace anything that
external resources to expedite the project.
reduces their control, especially over the cash
that funds working capital requirements. As
such, a dual strategy that provides both 4: CHOOSE BANKING PARTNER
incentives and requirements will likely be CAREFULLY
needed. It is of utmost importance to Banks’ solutions to their customers’ needs are
understand the operating unit’s business needs evolving rapidly so it is important to
# Henry Stewart Publications 1753-2574 (2008) Vol. 2, 2 104–110 Journal of Corporate Treasury Management 105
3. Casey
understand how much experience one’s selected reference checking — preferably not only those
partner has in implementing the organisation’s provided by the bank, but also those identified
solution within its specific geographies. While through networking. Further, gain an
one will be able to rely more on the partner understanding of the reference’s objectives to
with demonstrated expertise in the relevant understand better the relevance of their
solution, another option is to forge a new path experience to your circumstances.
together — a perfectly acceptable approach as Once the banking partner has been chosen, it
long as realistic expectations are maintained. is also important for the organisation to be a
When selecting a banking partner, there are good partner. Recognise that the global banks
several key factors for mid-market companies. have invested heavily in their banking
Possibly the most important is to choose a platforms and deserve to earn a fair return on
banking partner that focuses on customers of a that investment. Consider the organisation’s
similar size. When assessing whether other banking needs, such as foreign exchange,
prospective partners will provide the requisite mergers and acquisitions advice, credit, etc and
level of customer service, it may be tempting consider what might be offered to them when
to gravitate towards the big global providers, negotiating pricing. Stepping back to consider
which generally claim to have a middle- the big picture with regard to the
market-focused group. However, it is organisation’s profit profile will likely assist in
important to follow one’s instincts (and query arriving at terms that are fair to both parties.
references). Any treasurer with doubts about a
potential partner’s commitment during the sales 5: CHOOSE THE RIGHT BANKING
process can count on being disappointed later. STRUCTURE
When evaluating a potential bank partner, Although it may be possible to improve the
consider how it presents itself. Are its banking structure of one’s organisation, it is
marketing materials focused on the bank’s important to remember that there is no one
capabilities, about building relationships, or right banking structure. In addition to the basic
meeting its customers’ needs? Taglines convey capabilities of the partner bank, it is important
attitude, and sometimes the subtle nuance of to consider the various operational, regulatory,
messaging reveals volumes about what kind of legal and just plain practical considerations.
relationship is likely. One of the most basic, and important, decisions
Of nearly equal importance is the practical is whether to pursue a notional pooling
consideration of how the bank’s footprint structure or one of cash concentration. The
matches up with that of one’s own growth of the euro zone and the trend towards
organisation. It is generally preferable to work centralising treasury functions has led to the use
directly with the banking partner rather than of both of these strategies in a cross-border
through affiliate banks, from both a service and solution.
ease of technology perspective. In addition, it Notional pooling does not involve the
will likely affect costs negatively if third parties physical movement of funds; rather, it relies
are involved. If the company is expanding, try upon notional set-off. However, even though
to select a banking partner that offers services there is no comingling of funds, it may create
in locations into which the firm is likely to the presumption of back-to-back lending in
expand. Ask about and evaluate the prospective some jurisdictions. Accordingly, the
partner’s growth plans. The ability, or lack implications should be understood fully before
thereof, of its representatives to articulate a implementation. In addition, notional pooling
cogent strategy will say a lot about its requires all participants to agree to set-off and
commitment to serving its customers with both cross-indemnity provisions that may be of
a physical presence and the necessary concern to some participants, particularly those
technology. Finally, do not give short shrift to for whom such arrangements would risk
106 Journal of Corporate Treasury Management Vol. 2, 2 104–110 # Henry Stewart Publications 1753-2574 (2008)
4. Ten steps towards maximising global liquidity
violating any covenants they might have with prove problematic if no MT101 coverage is
local credit facilities. Furthermore, regulations available and funds need to be transferred
in various countries may not be aligned manually. Simply put, it is important to make
sufficiently to give the banking partner its sure a local bank will support fully any
requisite security. Generally speaking, notional regional or global solutions and ensure that
pooling is better suited to decentralised they adhere to certain accepted standards, such
treasury and where both credit and debit as ISO 20022 XML, the communications
balances exist. standard for Single Euro Payments Area
Cash concentration does involve the (SEPA) credit transfers and direct debits, and
comingling of funds and gives the appearance SWIFTnet access. A two-step approach may
of intercompany lending. This may run afoul prove a pragmatic solution wherein the local
of thin-capitalisation regulations in some banking relationship initially remains in place,
jurisdictions and give rise to withholding taxes sweeping funds to the banking partner,
in others. It operates under a standard target enabling effective investment management.
balancing agreement and is generally better Through experience with the banking partner,
suited to centralised treasury where only credit it may subsequently become apparent that the
balances exist. In addition to not requiring the local banking relationship is duplicative and
cross-guarantees of notional pooling, multi- unnecessary. That said, when there is a high
bank cash concentration offers numerous volume of transactions, it is important to
benefits, including: improved control of understand and respect local management’s
balances, regardless of currency, location or perspective and concerns. For example, some
banking partner; facilitating efficient investing companies process thousands of cheques on a
or funding; the ability to be fully automated; daily basis and handle significant cash on
reduced need for short-term cash-flow delivery volumes that necessitate the
forecasting; and retention of local banking geographic proximity of their bank and/or use
relationships while maximising return on of a postal account.
consolidated cash. It may, however, give rise to
more accounting complexity than pooling, so 6: EXHAUST GLOBAL NETTING
the reporting group must fully understand POTENTIAL
these transactions. Fortunately, today, the Large, complex organisations will realise
challenges can be mitigated somewhat by significant foreign exchange (FX) cost benefits
advances in treasury management or enterprise as well as a significantly reduced number of
resource planning (ERP) systems. commercial transactions by implementing a
Once the decision whether to pursue global netting process. Netting involves the
notional pooling or cash concentration has been settlement of intercompany obligations (third
made, other questions will emerge surrounding parties can also be included) on a predetermined
whether or not to move operational accounts date, whereby each participant is subject to one
to the partner bank or merely set up overlay debit or credit transfer in its functional currency
accounts and sweep excess funds from the via a global netting centre. The netting centre
organisation’s local bank to the partner bank. can be managed in-house or outsourced to a
In-country accounts offer certain benefits, such banking partner. Netting has both financial and
as a later cut-off for domestic transactions, non-financial benefits, including reduced FX
maximising liquidity management. This allows volume, transaction fees and float, as well as
local management to keep its funds in-country, streamlined administrative and transactional
which may facilitate local ‘buy-in’ and processes. A good netting system will
represents a more simplified structure as it does accommodate multiple data-entry methods,
not require mirror accounts. However, including online entry and file imports, be
maintaining local banking relationships could sufficiently flexible to interface with various
# Henry Stewart Publications 1753-2574 (2008) Vol. 2, 2 104–110 Journal of Corporate Treasury Management 107
5. Casey
ERP or accounting systems, and demonstrate predict future banking consolidations, give
the necessary reporting capabilities. some thought to (and ask some questions
about) the potential likelihood of major
7: CUSTOMISE THE SOLUTION changes with the banking partner — one’s IT
Most companies are unlikely to find an off-the- staff may be grateful later.
shelf solution that will deliver the best results. It is also important to recognise the changes
There are many factors to consider, such as how to the payment landscape in other parts of the
many and which countries and currencies are world that might affect the organisation’s IT
involved, fluctuations in seasonal working resources. For example, with the introduction
capital needs, opportunity to net FX exposures, of SEPA, companies will be able to make
and jurisdictional tax and legal considerations. payments more efficiently within the euro
However, a well-chosen banking partner can zone. As such, it is important to make sure that
help navigate through the various alternatives one’s local banks in Europe can support and
to reach an effective solution. As discussed accept SEPA payments. In addition, if working
earlier, both notional pooling and cash with a global payment system, ensure it can
concentration have their challenges and offer support SEPA payments. If not, then additional
advantages that must be understood and time and money will need to be invested in IT
explored. The optimal solution may involve development to meet these requirements.
different approaches by region, as the ease of
implementation varies greatly from the USA 9: CONSIDER A PHASED
where sweeping has become the norm, to APPROACH AND MANAGE THE
Europe where its implementation has been PROCESS TIGHTLY
eased by the birth of the euro zone, to Latin Two of the more obvious attributes of a phased
America where volatile currencies are approach are that it allows the prompt
frequently exchanged for US dollars, and, resolution of issues that were not anticipated
finally to Asia where exchange controls in some within a limited sphere and it drives acceptance
countries make implementation more difficult. through the example of success. Taking the
time for a phased approach, while prudent,
8: REMEMBER GOOD SOLUTIONS may conflict with timing imperatives. As such,
ARE SCALABLE the layered phased approach may be a suitable
While it goes without saying that the solution compromise. Similar to ‘Row, Row, Row
must work for the organisation’s business as it your Boat’, the popular round sung by
is today, it is also important to make sure the children, the layered phased approach engages
solution is scalable for the company’s most each new market after meeting interim
likely growth scenario. Failing to consider milestones in the implementation process, such
likely future events will reduce the solution’s that each successive market initiates
effectiveness and necessitate efforts that might implementation activities in a staggered
be easily avoided if such thinking is fashion, rather than waiting until the previous
incorporated into the original solution. One market’s implementation is complete. Given
area to focus on in particular relates to systems the sheer volume of paperwork required by
capabilities. If selecting a banking partner banks in today’s compliance-focused
whose footprint is relatively congruent with environment, this approach will cut months off
that of one’s own organisation, consider where the traditional phased approach timeline while
the organisation is likely to grow and whether delivering the vast majority of its benefits.
or not the banking partner is likely to be in Once the approach has been decided and the
concert with that. If not, it will be necessary to stakeholders have all agreed to it, be sure to
consider what types of workarounds can be employ sound project management practices.
implemented. And, while it is difficult to On the bank side, select an implementation
108 Journal of Corporate Treasury Management Vol. 2, 2 104–110 # Henry Stewart Publications 1753-2574 (2008)
6. Ten steps towards maximising global liquidity
manager who will best meet the needs of the performance and partner with the reporting
relevant markets, reflecting on such group to navigate the increasingly complex
considerations as geographic location, language valuation and accounting landscape. A possible
fluency, cultural familiarity and ability to solution is to explore opportunities to automate
articulate requirements clearly. Within the the investment of operational cash, making this
organisation, select a project manager with a as passive a process as possible so that treasury
proven track record of project management staff can focus on the investment management
success. Of critical importance is the project of excess cash. Further, determine whether or
manager’s ability to partner with the business not it is economical to outsource the
units to provide support during management of excess cash. A professional
implementation, facilitating issue resolution and fund manager may be able to deliver superior
marshalling additional resources when needed, results, net of the associated outsourcing costs.
while maintaining the authority and respect Once an investment strategy has been
necessary to keep the project on track. formulated, before investing in less liquid
Obviously, a formal project plan must be investments, the strategy should be stress-tested
drafted, and regularly scheduled status meetings not only for shortcomings in the cash
must be held with key stakeholders. In keeping forecasting process, but also other unforeseen
a project moving, frequency of meetings is developments. Every once in a while, you will
generally more important than duration, and be thrown a curve ball, and while it is not
stakeholders will appreciate their time being obligatory to hit it out of the park, no one
used wisely. Finally, be prepared to modify the wants to strike out. As such, one must
project plan as needed to reflect both the reality determine how the company will compensate
of the implementation experience and the for unanticipated liquidity shortfalls. Ask any
unique requirements of specific countries. corporate that was invested heavily in auction
rate securities earlier this year and they will
10: REVISIT INVESTMENT confirm that it is a worthwhile exercise.
STRATEGY
Once a company has improved the visibility, CONCLUSION
control and efficiency of global cash, it should Implicit in the preceding approach is the
review its investment strategy to explore premise that optimising global liquidity by
opportunities for enhanced yield. Many moving to one global banking partner (or
companies must forego some investment yield fewer than today) provides the best overall
to provide for the shortcomings of their cash results. And, while most US multinationals
forecasting. As such, it makes sense for there to tend to put all their eggs in one basket,
be opportunity for improvement once the European corporates tend to favour a regional
forecasting achieves a higher level of accuracy. approach. As such, one of the first
Nevertheless, the basic tenets remain the same. determinations to make is whether the singular
First, determine liquidity needs, then evaluate approach is acceptable, particularly in light of
risk tolerance while ensuring that any the ongoing financial crisis. While many
additional risk offers commensurate reward participants in and observers of the financial
opportunity. One of the challenges facing services industry raised concern about the
today’s treasurer is dealing with increasing potential implications of certain business
excess cash balances without a corresponding practices (eg the excesses in subprime lending),
increase in personnel to manage the situation. fundamental accounting changes (eg mark-to-
Dealing with alternative investment market accounting) and changing financial
opportunities will likely require additional staff market rules (eg short selling without the
attention to identify and qualify suitable uptick rule), no one predicted the freezing of
investments as well as monitor their the $300bn auction rate securities market, the
# Henry Stewart Publications 1753-2574 (2008) Vol. 2, 2 104–110 Journal of Corporate Treasury Management 109
7. Casey
collapse of Lehman Brothers, the impending effective trade financing, or reverse factoring if
failure of Bear Stearns, Merrill Lynch and importing from the developing world, may be
Washington Mutual had not a knight in easier to obtain from local or regional banks.
shining armour galloped in, perhaps not even Under either approach, assess the extent and
willingly, to save the day and . . . the end of implications of any complexity and be
this story is still unfolding. prepared to focus on its challenges.
Over the next 12–24 months, business The corporate treasurer seeking to be more
leaders must make decisions for their than a utility player in the financial infield
companies in an environment of unprecedented must keep their eye on the company’s strategic
challenge and uncertainty, where actions have objectives and focus on those initiatives that
unforeseen results and where the likely have the potential to deliver the maximum
outcomes of what appear to be reasonable benefit for their efforts. In today’s challenging
decisions are far more difficult to discern. lending environment, where credit is
Business leaders must therefore test their becoming less accessible and more expensive,
organisation’s tolerance for ambiguity and risk. improving, if not maximising, global liquidity
While the advantages of a single banking will reduce the corporation’s reliance on
partner are fairly clear, one must not forget outside funding sources. Harnessing global
that diversification, although perhaps less cost- liquidity is a key step to evolving into a
effective and less efficient, has its advantages, strategic partner that truly adds value by
such as minimising counterparty risk, enhancing financial performance. And,
increasing competition among providers, and whether one is a truly global player that seeks
broadening access to liquidity sources. In to ‘follow the sun’ or an emerging newcomer
addition, there could be additional advantages striving to implement best practices, focusing
to local banking depending on the overall on the fundamentals will improve the
financing needs of the company, as some cost- probability of success.
110 Journal of Corporate Treasury Management Vol. 2, 2 104–110 # Henry Stewart Publications 1753-2574 (2008)