How to be a cashflow commando
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The GFC might be over, but the cashflow squeeze on Australian SMEs shows no signs of ending. There are plenty of late payers out there and with many small businesses in expansion mode, growth plans are putting extra pressure on cashflow. In this webinar, SME specialist Marc Peskett from accounting firm MPR and SmartCompany editor James Thomson will discuss: • How to keep your cashflow in check • Strategies to keep late payments low • The tools available to help you recover debts • The new cashflow challenges – growth
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Gaurav Kumar is seeking a career opportunity in business and finance that provides growth. He has a Bachelor of Commerce degree from Mahatama Jyotiba Rohilkhand University and an MBA in Finance from Sikkim Manipal University. Currently he works as an Assistant Manager of Credit Reporting at IRIS Computers Limited, where his responsibilities include financial planning, credit assessment, account reconciliation, and statutory and internal audits. Previously he worked as Finance Head at Cache Technologies, where he managed accounts receivable, cash flow projections, loan proposals, and ERP implementations. He has strong skills in accounting software, financial modeling, and treasury management.
Working Capital Management _Introduction.pptx
Every venture needs capital to meet all the business needs, be it gathering the resources or injecting capital into day-to-day activities. The capital required by a business or venture to meet its day-to-day expenses is known as the working capital. Working capital is often also known as short-term capital decisions.
Working capital revolves around two important components of a business, which are, current assets and current liability. The assets that is capable of being converted into cash within one year. Moreover, are extremely liquid, are called current assets of the business. For instance, bank balance, cash in hands, short-term investments, debtors, and prepaid expenses.
Another component of the working capital is the current liability. Current liabilities are the sum of amounts due to be paid within the span of a year. For instance, bank overdrafts, outstanding expenses, etc.
The net working capital is the difference between the current assets and the current liabilities of the company.
What is Working Capital?
The difference received after deducting the current liabilities from the current assets is known as the net working capital of the business. Working Capital is the measure of a venture's liquidity. It also denotes the operational efficiency of a venture. The better the working capital, the better is the business’ short-term financial health.
Concept of Working Capital
The concept of working capital is simple. It is the capital that a business uses to meet its daily expenses and is considered to be the most liquid part of the total capital. Working capital is also known as Net Working Capital (NWC).
This is derived by comparing the current assets with the current liabilities on the balance sheet. The difference derived is known as the working capital of the company.
• The working capital of a company reflects the difference between the venture's current assets and liabilities. It is also represented as NWC or Net Working Capital of the company.
• Net Working Capital (NWC) estimates the liquidity of the company.
• It also assesses the company's short-term financial health.
• The company's NWC is considered to be negative if the ratio of current assets to the current liabilities falls below one. In simpler terms, the ratio should be one or more to reflect the positive working capital.
• A positive Net Working Capital or NWC indicates the capability of the business to fund the future as well as the current operations. It is also an indicator of growth and expansion of business.
• It is always about balance. Therefore, a very high Net Working Capital might indicate excess inventories, which are not considered healthy for a business.
Reasons for additional working capital
Seasonal differences in cash flow are typical reason.
To fund obligations to suppliers, employees and the government while waiting for payments from customers.
Managing startup finances
Tough times call for tougher measures! As Indian economy transitions from legacy to tech age, businesses including start-ups will face tough times on finance front. The presentation aims to help users understand the basics of managing their finances in difficult times and also on how to innovatively use financial engineering and intellect to tide over the rough weather.
Gwa presentation final
Cash flow management is critical for business success and survival. Managing days sales outstanding (DSO) is an important cash flow metric. The document discusses how a local development firm struggled with cash flow as their business grew 30% annually due to slow customer payments averaging 45 days. Calculating DSO by dividing total accounts receivable by average daily sales can help identify cash flow issues. Improving DSO through faster payment collection, payment reminders, and payment options can free up trapped cash and fund further growth. Technology tools can help streamline invoicing and payments to accelerate cash inflows.
Gwa presentation final
- Cash flow management is critical for business success and survival. Not managing cash flow properly is one of the biggest reasons why businesses fail.
- Days sales outstanding (DSO) is a key metric for understanding cash flow. DSO measures how quickly a company collects payment for goods and services from customers. Lowering DSO can free up cash.
- Tools like tracking average daily sales, accounts receivable, and DSO over time can help businesses better understand cash flow cycles and identify opportunities to accelerate cash inflows and slow outflows to improve the cash position. Accepting different payment methods, using technology for invoicing and payments, and improving collection efforts can help lower DSO.
Business West - Finance Factor
Key person protection is important for business continuity and to protect against financial loss in the event a key person dies or becomes critically ill. It helps minimize business interruption, ensures loan obligations are met, and protects startups and management buyouts that rely heavily on certain skills and relationships.
Receivable management or accounts receivable management
This document discusses receivables (accounts receivable) management. It defines receivables as amounts owed to a firm for goods or services sold. Maintaining the right level of receivables is important to meet competition and increase sales and profits, but it also incurs costs like financing, administration, collection, and bad debts. The document outlines factors that influence the size of receivables like credit terms, collection efforts, and customer habits. It describes the key aspects of receivables management including forming credit policies, executing those policies, and formulating and executing collection policies.
The Power of Credit
Credit is a powerful tool. It can either make or break your business, depending on how you use it. This presentation will give you actionable recommendations so you can utilize credit to grow your business to new heights.
Ramon Lee Ltd-Accounting Firms in London-Accountants in London
Ramon Lee Ltd is an experienced Accounting Firm in London who takes care of all routine accounting, audit, tax, and company secretarial matters.
https://www.ramonlee.co.uk/
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What price will pi network be listed on exchanges
The rate at which pi will be listed is practically unknown. But due to speculations surrounding it the predicted rate is tends to be from 30$ — 50$.
So if you are interested in selling your pi network coins at a high rate tho. Or you can't wait till the mainnet launch in 2026. You can easily trade your pi coins with a merchant.
A merchant is someone who buys pi coins from miners and resell them to Investors looking forward to hold massive quantities till mainnet launch.
I will leave the what's app number of my personal pi vendor to trade with.
+12349014282
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专业服务，请勿犹豫联系我
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How to be a cashflow commando
- 1. How to be a cashflow commando James Thomson SmartCompany.com.au Marc Peskett MPR Group
- 4. Poll question In the last 12 months has your cashflow got better or worse?
- 5. Get the focus right • Many businesses focus solely on – revenue – profits – decision making based on P&L and Balance Sheet • Cash flow: • Keeps you in business • Increases business value • To manage you need to measure
- 6. Cashflow KING • Knowing – current cash position and your cash to cash cycle. • Innovating to increase free cash flow – shorten the length of the cash cycle, improve margins, reduce waste • Nostradamus – Seeing problems before they hit – Understanding the future cash needs of the business • Growth – Growth needs cash
- 7. Cash to cash cycle Production Sales & & Inventory Delivery Billing & Cycle Cycle Payment Cycle 90 30 60 days days days 180 Cash days Cash Payment Receipt
- 8. Measure so you can manage • Liquidity • Cashflow budget • Rolling cashflow forecast (weekly, monthly, quarterly) • Actual vs Forecast • Regular review of aged debtors and payables
- 9. Get on the front foot with customers • Set payment terms to suit your business • Communicate your terms up front • Obtain trade references and conduct a credit check • Don’t take on clients that can’t pay • Use COD to test payment capacity • Have an accurate and efficient billing system • Offer convenient payment options • Consistent with sales and customer relationship policies • Sack the client
- 10. Handling problems that arise • Active management of debtors • Early communication with creditors, ATO, your bank • Put payment plans in place • Daily or weekly assessment of cash flow management • Share your problems with advisors, mentors, friends
- 11. Dealing with problem debtors • Chase late payers immediately • Keep regular contact with debtors using different forms of communication • Escalate your demands • Understand the customer before offering special payment terms • Withdraw credit or get payment upfront before accepting further sales • Use debt collection agencies
- 12. Funding growth – where the problems arise • Profit margins are too low • Long Cash to Cash Cycle – Investment in Working Capital > Growth in Sales • Not enough cash left in the business to fund growth – Owners lifestyle costs • Poor investment decisions • Reactive in seeking funding help – Seeking funding for prior year growth ?
- 13. Funding Options • Self funding • Bank lending • Equity • Grants
- 15. Thank you