The Business Advisory Blog

The Business Advisory Blog

Insight, news and updates from Alliott NZ Chartered Accountants, Auckland New Zealand. The views expressed here are the views of the author and should be discussed in further detail should an article be relevant to your individual circumstances.

While every effort has been made to provide valuable, useful information in this publication, this firm and any related suppliers or associated companies accept no responsibility or any form of liability from reliance upon or use of its contents. Any suggestions should be considered carefully within your own particular circumstances, as they are intended as general information only.

Greg Millar
Published on

Businesses share one priority right now… which is to carefully manage cash.

Watching businesses deal with COVID19 business conditions reveals that some are struggling for survival while others are ‘going gangbusters’.

tap-926Here are recommendations to help you avoid risk and make the most of your cash resources.

1. Finance Processes Matter

It sounds obvious… but some organisations still lose invoices, miss orders and have erratic policies related to cash collection. A small investment of time leads to procedures that minimise errors and increase consistency.

Automation technology is another sensible investment to help you invoice faster, manage multiple currencies, allow various payment options, minimize debtor days, and track accounts receivable. It’s best to get a handle on your business processes and unique needs BEFORE investing in technology.  

2. Profit ≠ Cash Flow

Businesses can have extended periods of profitability (where revenue exceeds expenses and tax) but be short of cash. That’s the bad news. The good news is that these ‘holes’ in cash are predictable especially where the business has been trading for some time. More good news is that there are ways to reduce the ‘hole’ by minimizing (or delaying) outgoing cash and increasing (or speeding up) incoming cash.

There’s even more good news… which is that once these dynamics are understood, policies can be implemented and management can generally focus on other things… like sales.

3. Increased Sales should PRECEDE Increasing Expenses

When a business experiences revenue growth, you are probably doing something right. You understand your customers and what they value. You’re offering products that meet their needs and offering them at a sensible price. You are operating the business in a way that customers can access and enjoy your products. In this case, you may want to invest more to accelerate the growth or expand the business.

Sometimes management decides to ‘take a bet’ and grow expenses BEFORE you have validated your business proposition in the market. That’s fine… but this is not growth. It is an investment based on the hope that your business analysis is robust and you will realise positive returns. In many cases, these returns WON’T be realised.

Back to cash. As one of your most precious resources, you don’t want to risk available cash reserves lightly. A better way is to generate cash through sales AND THEN invest in growth. Make customer acquisition your focus.

4. “Neither a Lender nor a Borrower be…”

Where possible, avoid taking on debt. There are exceptions when the low ‘cost of capital’ justifies using external funds to create business value. But don’t make this a habit and analyse the options carefully.

Likewise, deny credit. This can become a habit with ‘standard credit terms’ common in some industries. ‘But all my competitors offer credit terms’, you say? Consider being the first and analyze carefully what will happen. If you absolutely need to offer credit terms, develop credit policies such as:

  • Reference checks
  • Third-party reports
  • Asking clients if they can really pay your bills on time? Don’t assume
  • Viewing a client’s financial statements
  • Asking for payment upfront (even if it’s a small percentage of the total value)
  • Research via the Interweb

5. Discounting is not a long-term solution

Discounting is an intelligent business strategy but NOT to fill a cash flow ‘hole’. A glut of new clients may be attractive, but sooner than later you need to pay the bills to provide your products or services. If you have a good set of products already, clients will probably continue buying them even at the list price and so offering a discount is leaving good money on the table.

A better strategy may be to offer discounts for clients when they pay upfront, or when they choose to pay you monthly (or early).

Cash flow is the bedrock of every business. Develop attention to detail around cash and a set of policies and processes (and automation) which ensure stellar cash management. This is not a nice-to-have but, for many businesses, a matter of survival.

Take action NOW to improve and take control of your cash flow management. Call Alliott NZ's team of Chartered Accountants in Auckland on 09 520 9200.

Topics: cash flow debt debtor days discounting expenses Growth invoices management profits revenue drivers sales small business technology