taking control of your business what you need to know about cashflow
DESCRIPTION
Taking Control of Your Business - What you need to know about CashflowTRANSCRIPT
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“Taking charge of your
business …what you need
to know about cash-flow …”
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…cash-flow …
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Symptoms … causes
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Sales
&Other
Inflows
Suppliers
Payroll
Overheads
Taxes
Interest
Loans & Leases
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Stark situation...
• 72
• 122,000
• 38%
• € 29bn
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Stark situation...
• Getting paid
• Getting access to bank facilities
• PPL – a sham
• You MUST plan
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Proposed headings ...
• Symptoms – Counting the beans
• Quicksand – Breakeven
• Friend or foe – The Revenue
• Clearing House – Banks
• Kingmaker – Cash Flow
• The Ace – Communications
• Winner – Pragmatism
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Counting The Beans
Symptoms
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Can you tell? ...
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FACT ...
Most businesses make money
on some activates, lose on
others and many businesses
are unaware of where in their
business this happens ...
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FACT ...
All businesses have all the
data they need to answer all of
these questions ...
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FACT ...
Few businesses „manage‟ or
process their data input so as
to provide the above
information, yet most do ALL
the work necessary to have it
available ...
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FACT ...
Most businesses rely on the
„accountant‟s annual accounts‟
as a key source of information
– yet these accounts provide
one historical figure each for
Sales and Cost of Sales ...
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Define your needs ...
• „Core’ accounting system
– Sales
– Receipts
– Purchases
– Payments
– VAT calculation
– Bank reconciliations
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Define your needs ...
• „Bells’ & ‘Whistles’
– Departmental analysis
– Job analysis
– Contract analysis
– Fixed costs
– Variable costs
– Wages analysis
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Numbers ‘visibility’...
Sales SalesSales
minus minusminus
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Numbers ‘visibility’...
Sales
Variable Costs
Sales
Variable Costs
Sales
Variable Costs
minus minusminus
gives
gives
gives
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Numbers ‘visibility’...
Sales
Variable Costs
Contribution
Sales
Variable Costs
Loss
Sales
Variable Costs
Contribution
minus minusminus
gives
gives
gives
pays
pays
pays
FIXED OVERHEADS
PROFIT
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Maximise ...
Sales
Variable Costs
Contribution
Sales
Variable Costs
Loss
Sales
Variable Costs
Contribution
minus minusminus
gives
gives
gives
pays
pays
pays
FIXED OVERHEADS
PROFIT
1
2
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Minimise ...
Sales
Variable Costs
Contribution
Sales
Variable Costs
Loss
Sales
Variable Costs
Contribution
minus minusminus
gives
gives
gives
pays
pays
pays
FIXED OVERHEADS
PROFIT
2
1
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Breakeven
Quicksand
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Break-even Analysis ...
Information needed to
determine Operating Break-
even &
Cash-flow Breakeven ...
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Breakeven Analysis ...
If you change selling price, what
happens to profits?
If you reduce costs or expenses, how
much more profit will you earn?
At a given sales volume, what will the
profit be?
If you intend to earn a certain profit, how
much will you have to sell to
achieve your goal?
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What happens if you ...
Hire another employee?
Start using cheaper materials?
Buy a more efficient machine?
Seek a general wage reduction?
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Translate B/E into ...
What sales do I need each week to
break-even?
How many units must I sell every day?
How many chargeable hours do I need
per month to cover all costs?
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The Revenue
Friend or Foe
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Revenue smart ...
• Stay up-to-date with returns
• VAT – Separate Bank Account
• Wages – Separate Bank Account
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Banks
Clearing House
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Banks ...
• Account in second bank … NOW
• Transfer regularly … however little
• Overdraft – live under the rafters
• Keep talking – saying little
• Cannot get a ‘quart’ from a ‘pint’
glass
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Cash-flow
Kingmaker
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Inflows ...
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Outflows ...
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Cash Flow Forecast ...
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Cash Flow Forecast ...
Cash Flow 06-Mar 13-Mar 20-Mar 27-Mar 03-Apr 10-Apr 17-Apr
Inflows
Debtors 7,872 8,338 8,256 6,118 9,368 8,500 9,000
VAT Refund 3,271
Total Inflows 7,872 8,338 8,256 9,389 9,368 8,500 9,000
Outflows
Creditors 3,150 3,122 4,860 3,688 3,750 3,500 3,500
Wages 3,608 3,608 3,608 5,912 3,608 3,608 5,912
PAYE / PRSI 2,811 2,811
Leases 868 1,018 868 1,018
Total Outflows 6,758 10,409 9,486 9,600 7,358 7,976 13,241
Net Cash Flow 1,114 (2,071) (1,230) (211) 2,010 524 (4,241)
Overdraft - Opening (17,105) (15,991) (18,062) (19,292) (19,503) (17,493) (16,969)
Overdraft - Closing (15,991) (18,062) (19,292) (19,503) (17,493) (16,969) (21,210)
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Stress Testing ...
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Cash Flow Forecast ...
Cash Flow 06-Mar 13-Mar 20-Mar 27-Mar 03-Apr 10-Apr 17-Apr
Inflows
Debtors 6,872 7,338 8,256 6,118 9,368 8,500 9,000
VAT Refund 3,271
Total Inflows 6,872 7,338 8,256 9,389 9,368 8,500 9,000
Outflows
Creditors 3,150 3,122 4,860 3,688 3,750 3,500 3,500
Wages 3,608 3,608 3,608 5,912 3,608 3,608 5,912
PAYE / PRSI 2,811 2,811
Leases 868 1,018 868 1,018
Total Outflows 6,758 10,409 9,486 9,600 7,358 7,976 13,241
Net Cash Flow 114 (3,071) (1,230) (211) 2,010 524 (4,241)
Overdraft - Opening (17,105) (16,991) (20,062) (21,292) (21,503) (19,493) (18,969)
Overdraft - Closing (16,991) (20,062) (21,292) (21,503) (19,493) (18,969) (23,210)
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Cash Flow Forecast ...
Cash Flow 06-Mar 13-Mar 20-Mar 27-Mar 03-Apr 10-Apr 17-Apr
Inflows
Debtors 7,872 8,338 8,256 6,118 9,368 8,500
VAT Refund 3,271
Total Inflows - 7,872 8,338 11,527 6,118 9,368 8,500
Outflows
Creditors 3,150 3,122 4,860 3,688 3,750 3,500
Wages 3,608 3,608 3,608 5,912 3,608 3,608 5,912
PAYE / PRSI 2,811 2,811
Leases 868 1,018 868 1,018
Total Outflows 3,608 10,437 7,748 10,772 7,296 8,226 13,241
Net Cash Flow (3,608) (2,565) 590 755 (1,178) 1,142 (4,741)
Overdraft - Opening (17,105) (20,713) (23,278) (22,688) (21,933) (23,111) (21,969)
Overdraft - Closing (20,713) (23,278) (22,688) (21,933) (23,111) (21,969) (26,710)
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Cash Cycle ...
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Cash Conversion Cycle ...
Days Inventory
Outstanding
Days Sales
OutstandingDays Payables
Outstanding
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Buying ...
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Take a closer look ...
Printing Costs
Current Supplier My Current Printers Limited Price
Comparison
Quality
Comparison
Service Level
Comparison
Advice
Offered
Alternative 1 Mountain Top Print & Design Limited
Better Worse Equal None
6% Inferior Paper
Alternative 2
Toureendaheny Beg
Print Services
Equal Worse Worse Equal
Inferior Paper Turnaround
Alternative 3
Ballyloughlaidirabu
Print Limited
Worse Equal Equal Better
-8%
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Cost reduction ...
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Cost reduction ...
or
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2012 ...
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Communications
The Ace
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Communications ...
• Customers
• Suppliers
• Revenue
• Banks
• Staff
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Pragmatism
The Winner
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Pragmatism ...
• Diagnose the symptoms …
• Treat the causes …
• Don’t throw money at it …
• Protect yourself …
• Deals will be done …