Cash-flow management is at the heart of every business, and that’s doubly true in the rough and tumble world of retailing. Here, the line between liquidity and bankruptcy can be razor thin.
One key strategy is to develop excellent relationships with suppliers—a prerequisite for negotiating better payment terms during cash-crunch periods.
The observation that cash is king in business is hardly new. There are a lot of recipes out there for managing cash flow, but where too many entrepreneurs fail is in understanding how to adapt those recipes to fit their particular business.
As a first step, companies need to understand and embrace three principles of cash flow:
- Understand how cash flows in and out of your company, and how that fluctuates throughout the year.
- Establish, and continuously update, a 12-month cash flow projection. Think of this forecast as an early warning system that will help you have enough cash on hand to ride out slow periods.
- If you don’t understand 1 and 2, get expert advice. Your business depends on it.
Put simply, positive cash flow means having more money flowing into your business than flowing out. Not having enough cash on hand to pay bills is still one of the most common reasons companies fail. There are some basics of business that you just can’t miss, and unfortunately too many people do. No company is immune from the impact of a recession or a fluctuating currency. But for most businesses, cash flow is generally predictable.
It’s important to monitor the key indicators in your business—things like your bank account balance, accounts receivable turnover, inventory turnover and sales growth. Paying close attention to these metrics on a daily basis will help predict whether your company will have a cash issue or not.
There are practical ways to prepare for cyclical cash shortages. Companies can, for example, offer customers discounts for paying invoices early. Taking out a line of credit or term loan is another option. But don’t knock on your banker’s door when your company is bleeding red ink; approach them when your balance sheet looks strong.
One common mistake companies make is using their working capital to pay for long-term investments, such as new equipment, facility expansions or moving into new markets. You’re better off using a loan to finance these projects, or refinancing fixed assets to free up capital.
Entrepreneurs are very proud people, and many believe, particularly when they start up, that they can handle everything themselves. Don’t be afraid of a little humility—talk to an experienced accountant or consultant. Both you and your business will be stronger for it.
Tips for building your cash flow
- Develop a cash-flow planner and track cash throughout the month
- Closely monitor financial statements
- Build good relationships with customers and suppliers
- Collect payments faster and pursue late bills
- Focus on inventory management and product offerings
- Use debt, not working capital, to finance fixed assets
- Use a line of credit, or your own money, to increase your working capital
- Refinance your fixed assets
- Cut waste and streamline operations
- Get external advice