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Published on 21January 2011by Tony Groom

The Focus Must be on Cash Flow When Times Are Tough

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.

K2 Business Rescue The Emergency Service for Business

Call Tony Groom on 0844 8040 540

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

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.

K2 Business Rescue The Emergency Service for Business

Call Tony Groom on 0844 8040 540

We are not Insolvency Practitioners. We operate within the law to protect our clients and their wealth. Our team has worked for over 20 years to help stabilise and return hundreds of businesses to profitable growth. Once appointed, Insolvency Practitioners do not work for you, they work for creditors and use your company’s assets to pay themselves. We work for you, not creditors.

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