“Eventually everything shows up in earnings and cash flow, but it shows up late.” David Larcker
A fundamental premise of business is that when your inflow exceeds your outflow, the business will make a profit. In principle that is how things work, but there is a big difference between profit and cash flow. One could have a positive cash flow yet be running at a loss. As an entrepreneur we have to first make sure we become cash flow positive and then ensure that we make a profit doing so. Going for big multi-million dollar deals with huge margins is very exciting. However when we pursue such types of deals, we get stuck with the hidden costs associated with such deals fairly early on. They include major revisions, slower decision making, slower payment cycles and the possibility of losing the deal at the last minute. I have learned this lesson the hard way and have since become a true believer in singles and doubles (smaller deals) rather than going for the home run.
The cash flow section of the business plan is a critical component and is often given great importance and emphasis by investors when evaluating a business. This section basically involves outlining both the inflow and outflow from your business activities. Quite simply, these are revenue and interest earned on investment subtracted by the costs associated with running the business. If you have been having cash flow problems in your business and have not created a cash flow projection sheet, I recommend you do so immediately by identifying your inflows and outflows. However the real problem is that inflows are usually much slower to come in than your outflows. This is when the business begins to run out of cash and is put under a lot of pressure. There are a couple of tips which can help ease this problem:
1. Invoice at regular intervals and have a strict follow-up policy. Instead of billing the client for your services at one go, bill them in smaller increments regularly to ensure a steady stream of cash. Have built-in policies to ensure that customers who delay payments are downgraded for all future deals and are constantly reminded via all means about outstanding payments.
2. Extend supplier credit for as long as you possibly can. These are usually large payments that put an enormous strain on the business cash flow position. Negotiating extended supplier credit terms can be very tricky. If you have guaranteed orders which are going to be given to the supplier in the near future I seldom use those to gain more leverage during the negotiation process.
3. Stock less of your product if meeting supplier payments will be an issue. Converting idle inventory to cash usually takes quite a long time and panic offloading will result in large losses if they are unloaded below cost.
Managing inflows and outflows is a very challenging. However, missteps to manage them efficiently ultimately leads to the closure of the business. Therefore we need to continually forecast cash flow projections and ensure that we remain in a position to meet our obligations.
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