Many of our clients tell us that they got into business to make more money, achieve a better lifestyle, or simply because they felt they could do a better job than their old boss. Although many do possess business skills, financial acumen is rarely high among them. In this article, we list three common financial mistakes that we observe frequently.
Not enough businesses have a working budget and cash flow forecast that is frequently updated and compared to actual results, so how can they make justifiable financial decisions?
A strong budget requires the following information, presented on a month by month basis and adjusted for seasonality:
With this information you should then create a cash flow forecast. This takes into consideration other cash inflows and outflows and as such, it needs to take into account of how long it takes for customers to pay you, how quickly you turn over inventory, how quickly you pay your vendors, any loan repayments due and any forecasted capital expenditure or drawings that will not appear in the budget profit and loss account. From this you can create a forecast balance sheet, that will most likely be required if you need finance from a bank.
As a general rule, it is good practice to match cash flow with the lifetime of a purchase. For example, if you are purchasing inventory to sell in the short term, then you should use day-to-day working capital. But if you are buying a new delivery truck with a five-year life, then you should aim to finance it over five years.
Similarly, don’t fall into the trap of spending your business’s money on impulse purchases out of your cash flow if you have one good quarter. Unless you are confident that strong sales will continue, you could be digging a hole for yourself if sales regress back to prior levels.
One of the most frequent questions we hear from our clients is, ‘I can see there is profit in the accounts, but I have no cash in the bank – what’s going on?’
There are many different scenarios that could cause this, but in most circumstances’ decisions are being made with reference to ‘book profit’ without properly understanding how cash flow can differ – sometimes quite significantly – from profit.
Another reason for this could be down to the payment terms you have with customers. You might close a big deal with a major customer and book the revenue as sales, but if they don’t pay you for 90 days, you could find yourself in a tight spot. Similarly, you might commit the business to a large loan to finance new machinery, but the capital element of the loan repayments will not show up on the profit and loss account.
Solid financial reporting can improve decision making by demonstrating the difference between profit and cash and forecasting the cash position over the next few months. That’s where we come in.
We have the skills to help you avoid all of these mistakes and we’d be delighted to talk with you about strengthening your financial reporting processes so that you can make more informed business decisions. Contact us today to find out more or follow our LinkedIN page to stay up to date with our business.
Palmers Barn, Station Road, Long Marston, Tring, HP23 4QS UK.
Office: 01296 662322
VAT number:267 3184 85
Palmers Business Support was founded to help ambitous small business owners grow their personal wealth and achieve their ideal work/life balance. With accountancy as the central pillar of our offering, we take the view that timely accounts and efficient compliance is the bare minimum our cients should expect.
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