Making Sense Of Cash Flow For Small Businesses
Every business needs cash in order to survive. Knowing how much cash is in the business allows the business owner or manager to make payments when they are due. If a business runs out of cash it will not be able to keep producing goods or services and will have to close down. Understanding why cash flow for small businesses matters is a vital management skill.
There has to be enough money available to pay bills as they arise, whether these are for fixed costs like rent and salaries or variable costs like utilities. If a supplier has provided goods or services with the expectation of being paid after a set number of days, the supplier must be paid on time, or might not wish to deal with the business in future. Similarly, employees or other parties might not upset at delayed payment. Since businesses need the goodwill of employees and suppliers, it is important to maintain good relationships with these stakeholders.
Money coming into the business will generally be received from customers paying for goods or services as they are received; for example a customer leaving a hair salon pays on departure. However, sometimes it is customary to supply goods or services on credit. Supplying on credit means that the bill is not expected to be settled immediately, and a number of days will elapse before the bill is overdue. In addition to this, monies are sometimes received from customers before goods or services are supplied; this is typical for online transactions. So there are three streams of money flowing into a business – cash in advance, cash from trade creditors and cash at the point of purchase.
The totality of these three streams, properly managed, should result in the business having enough cash to meet its own payment obligations. In order to properly manage its cash, the business manager must collect data to indicate future income and likely outflows.
Good record-keeping will assist the business owner to quickly obtain the cash value of expected outlays and expected receipts, and the expected dates on which these values may be realised. The owner can then plot these figures on a calendar, and will immediately see if problems may arise. For example: June 1, 1000 receivable, 800 payable, balance 200, June 2, 1000 receivable, 1100 payable, balance 100. Note that the balance arises from the cumulative amounts and tells the owner the exact amount of cash expected to be available on the evening of the relevant date. Ongoing cash flow management requires the owner to ensure that the targets for incoming cash are reached, and the amounts payable are not exceeded.
Sometimes problems arise with customers not making payments when expected. If this happens, the business manager must take steps to overcome the negative cash flow impact, by following up all amounts due to the business, or by slowing down business outgoings, negotiating later payment terms for the business debts, arranging an overdraft or loan for the business, or even asking the owners to inject further capital.
Once cash flow difficulties are spotted, it is absolutely imperative that these are not ignored. Action will have to be taken to rapidly redress any deterioration in cash flow. A prerequisite to this action is having relevant data to rely on for decision-making.
Small businesses need to manage cash flow in order to survive and grow, so making sense of cash flow systems and information is an essential part of managing a small business.
Author Jules Vandermint describes herself as an “obscure writer.” Jules writes about just about anything including past articles about , poly bags and ziplock bags.
January 28, 2011 | Posted by Jules Vandermint
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