Within a growing economy, confidence led banks and businesses to concentrate
on P&L's management and to disregard cash management. In the current
economic climate, the importance has changed and cash management is the thing
which holds sway. What does cash management suggest? It really is to off-load as
much risk as you can. These companies should have a
pre pack
administration to battle such economic depression. This implies that
suppliers have to provide their customers with adequate funds to enable them to
continue investing, which forces reliance up and down the supply
chain.
In the current climate it is not unusual to be under pressure from
your suppliers to change your credit terms, or of good customers having
difficulties in paying their expenses. The usual response is to start juggling
with cash, which inevitably end up in crisis management. This is not cash
management, this really is gambling with your business cash! Cash management
ensures that companies are adequately positioned against problems in the supply
chain.
Jean-Bertrand de Lartigue, MA Consulting International chief
executive, states "liquidity is now a priority. You need to clearly demonstrate
that you are in full control of your cash position by improving your working
capital performance, to provide security in the long term to your supply chain
as well as your banks".
Cash is actually money that you can access easily
possibly from the bank or within the company. It's not inventory, it isn't
accounts receivable, which is not property. You require petty cash or money in
the bank to pay suppliers, to pay the rent, and also to pay your
workers.
Many businesses think that profit growth means extra cash. Not
necessarily, profit may be the amount of money you get if all of your customers
pay on time and if your payments are spread out equally over the year.
Unfortunately life is not that easy. Cash is what will make your business
endure. Over time, your profit is actually of little value if you do not have a
positive internet cash flow. You can only spend money not profit.
Due to
the down turn in the economy, many businesses are faced with a cash crisis. In
case you are juggling with cash, this is the time to stop doing that and to
start identifying the root result in or causes of the crisis. Frequently
encountered causes include:
o Your sale projection are over upbeat
o
Your strategic choices are usually pointing you in the wrong direction
o You
have a great strategy but your execution of the strategy is poor
o Your
operating costs are way too high
o Your fixed costs are too high and they
are decreasing your flexibility
o Your resources are insufficient or in the
wrong place
o You endured too much on unsuccessful R&D tasks
o You
are facing intense competition
o Your debt burden is excessive
o Your
Inventories and/or Receivables are excessive
o You have too much money tied
up in your property portfolio
o You have inadequate financial
controls
If some of the above is true to your business you should embark
on a turnaround process.
First thing that you need to carry out on behalf
of your business is to change the management team. The existing management team
have got you into this crisis, are not in a position to see the whole image, and
are not able to manage the business out of the problems. This is a very
difficult task and requires a lot of courage to admit failure and fire people
you might have known for a very long time. It is recommended that you should
contact turnaround specialists, as they might have an independent view and would
be able to make the tough choices on your behalf.
Once you have a new
team, whether for the long term or to get you through the current crisis, they
will perform a situation analysis to evaluate the prospects of survival.
Supposing your business is worth turning about, you should select the most
suitable strategies for survival, and existing them to the board, get their buy
in, as well as the staff buy in. Then present the existing situation and your
remedial strategies, as honestly as you can, to your creditors and banks to get
their support. The review should include possible divestment of certain assets
and businesses, a reformulation of your growth strategies, cost reductions and
strategic acquisitions, to achieve positive income as soon as possible through
the elimination of departments, reducing personnel, selling excess inventory,
selling non core businesses...
When the crisis is over and you have
returned to a positive cash flow situation, you have to implement the strategic
plan, improve processes in your continuing operations, adjust the product mix
and reposition products if required. The management team focus is now on
achieving sustained growth and profitability. The changes are internalized;
staff regain assurance in the company and emphasis is placed on growing the
restructured company, while maintaining a strong balance sheet.
In some
cases the prospects of survival might be too risky to continue as an ongoing
operation, and you ought to choose the appropriate exit strategy depending on
the urgency of the circumstance. It is recommended in those cases that you
should consult an insolvency practitioner to make sure that you are not trading
illegally, and to analyse the various options that are offered to you, from
going into pre-pack or administration; to exit the market by immediately
liquidating or selling to another company; or to play the end-game, maximizing
near-term cash flows at the expense of market position.
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