understanding cash flow projections mona el-chami, senior financial management specialist world bank...
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![Page 1: Understanding Cash Flow Projections Mona El-Chami, Senior Financial Management Specialist World Bank November 2013 Tripoli, Libya](https://reader036.vdocuments.us/reader036/viewer/2022062715/56649db65503460f94aa8ce2/html5/thumbnails/1.jpg)
Understanding Cash Flow Projections
Mona El-Chami,Senior Financial Management Specialist
World Bank
November 2013Tripoli, Libya
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• Why Money is so important?
• Almost 2/3 of all small businesses experience money problems– 1/5 of small business managers reported that
cash flow is a continuing problem
• Differences are important– Represents the lifeblood of the business, and
knowing how to use it can make the difference between boom and bankruptcy
Importance of Money
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Percentage of Small Businesses that Experience Cash Shortages
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The Cash-to-Cash Cycle
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• The cash-to-cash cycle of a pushcart vendor is only a few hours; construction projects may take years to complete
• Many small businesses experience difficulty because:– The mismatch in time between receiving and
spending cash– Mismatch in time between size of payments
received and size of payments to be made
The Cash-to-Cash Cycle
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Managing Cash Flow
• Cash can come from only three sources:
– Cash can be obtained by selling products and services
– Cash can be obtained from investments the business has made
– Cash through financing (Grants and Loans)
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How to Better Manage Your Cash Flow• Measuring cash flow
– Prepare cash flow projections for next year, next quarter and, if you're on shaky ground, next week
– accurate cash flow projection can alert you to trouble well before it strikes
• Managing Payables• Surviving shortfalls
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Using a cashflow forecast/Projection
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Project Cash Flows
The definition, identification, and measurement of cash flows relevant to project evaluation.
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What is ‘cashflow’?
• The flows of money into and out of the business• Money flows in through revenue sales of service or
product (in our case, cash received from the WB)• Money flows out when wages and expenses are paid or
assets are purchased.
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Managing Your Cash Flow
• Cash-flow forecast will help you predict the amount of money that will be coming into and flowing out of your business
• Take these steps to ensure your business will maintain its positive cash flow– Know what to expect– Predict and plan for the slow times – Make projections for the future
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The principle of “cashflow”
• More money IN than OUT = cash flow positive. BUT high surplus of cash should be avoided in non-interest bearing account)
• More money OUT than IN = cash flow negative. Can mean shortage of cash to pay invoices
The aim is to have a positive cash flow or at least a balance.
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The principle of cashflow
Cash too high
Cash OK
Cash too low
Revenuein
Expenses out
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Inflows
Inflows = money received from• Customers (NA)• Local and national government• Sale of property or equipment (NA)• Loans/Grants
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Outflows
Outflows = money spent by the business on• Wages and salaries for staff• Contracts (Construction & Consultants)• Gas, electricity, water and telephone• Rent and business rates• Interest on loans• Equipment purchases
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• Forecasting cash disbursements:
– Estimates of expenses– Knowledge of your business’s payment patterns– Predict how much and when cash should be paid out– Need to know how much money we will have on the first
day of the year to put together a cash budget for the first quarter
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A basic cash flow diagram
Jan
USD
Feb
USD
Mar
USD
Apr
USD
May
USD
June
USD
Opening balance
5,000 7,000 4,000 6,000 12,000 15,000
Add inflows
20,000 22,000 18,000 20,000 23,000 18,000
Total 25,000 29,000 22,000 26,000 35,000 33,000
Less outflows
18,000 25,000 16,000 14,000 20,000 33,000
Closing balance
7,000 4,000 6,000 12,000 15,000 0
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Cash Flow Forecast - 12 Months
Month: Pre-Start 1 2 3 4 5 6 7 8 9 10 11 12 Totals
Receipts Cash sales 24 32 44 68 92 108 116 88 84 656.00
Collections from credit sales 0
New equity inflow 0
Loans received 0
Other 0Total Receipts 0 0 24 32 44 68 92 108 116 88 84 0 0 656.00
Payments
Cash purchases 50 50 50 50 50 250.00
Payments to creditors 0.00
Salaries and wages 0
Employee benefits 0
Payroll taxes 0
Rent 0
Utiltities 0
Repairs and maintenance 0
Insurance 0
Travel 0
Telephone 0
Postage 0
Office supplies 0
Advertising 0
Marketing/promotion 40 40
Professional fees 0
Training and development 0
Bank charges 0
Miscellaneous 0
Owner's drawings 0
Loan repayments 0
Tax payments 0
Capital purchases 135 135
Other 0Total Payments 135 50 40 50 50 50 50 0 0 0 0 0 0 425.00
Cashflow Surplus/ Deficit (-) (135) (50) (16) (18) (6) 18 42 108 116 88 84 0 0 231.00
Opening Cash Balance 0 (135) (185) (201) (219) (225) (207) (165) (57) 59 147 231 231
Closing Cash Balance (135) (185) (201) (219) (225) (207) (165) (57) 59 147 231 231 231
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Several strategies that will provide savings in cash outflows:
– Control of the timing of paying out cash– Timing of purchases– Negotiation of terms with suppliers– Use of temporary agencies– Non-cash employee incentives
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Techniques to decrease cash outflows:– Two factors of cash outflows that must be
controlled:• The amount of cash being paid out• The timing of cash being paid out
– Waste also affects cash outflow
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In Review• Managing cash flows is the most important and
most difficult task faced by managers • Revenue (cash to be received) and expenses are
used to predict the amounts and timings of cash outflows primarily through the budgeting process