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The document discusses cash flow forecasting and working capital for businesses. It explains the importance of cash flow, defines cash inflows and outflows, and provides an example cash flow forecast. It also discusses using cash flow forecasts to manage finances and overcome cash flow problems through methods like increasing loans or changing payment terms. The document concludes by defining working capital and its role in meeting short-term expenses.

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18 views2 pages

Text

The document discusses cash flow forecasting and working capital for businesses. It explains the importance of cash flow, defines cash inflows and outflows, and provides an example cash flow forecast. It also discusses using cash flow forecasts to manage finances and overcome cash flow problems through methods like increasing loans or changing payment terms. The document concludes by defining working capital and its role in meeting short-term expenses.

Uploaded by

ynsinojia
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as TXT, PDF, TXT or read online on Scribd
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5.

2 – Cash Flow Forecasting and Working Capital


Working Capital
Why is cash important?
If a firm doesn’t have any cash to pay its workers, suppliers, landlord and
government, the business could go into liquidation– selling everything it owns to
pay its debts. The business needs to have an adequate amount of cash to be able to
pay for all its short-term payments.
Cash Flow
The cash flow of a businesses is its cash inflows and cash outflows over a period
of time.
Cash inflows are the sums of money received by the business over a period of time.
E.g.:
• sales revenue from sale of products
• payment from debtors– debtors are customers who have already purchased
goods from the business but didn’t pay for them at that time
• money borrowed from external sources, like loans
• the money from the sale of business assets
• investors putting more money into the business
Cash outflows are the sums of money paid out by the business over a period of time.
Eg:
• purchasing goods and materials for cash
• paying wages, salaries and other expenses in cash
• purchasing fixed assets
• repaying loans (cash is going out of the business)
• by paying creditors of the business- creditors are suppliers who
supplied items to the business but were not paid at the time of supply.
The cash flow cycle:


Cash flow is not the same as profit! Profit is the surplus amount after total costs
have been deducted from sales. It includes all income and payments incurred in the
year, whether already received or paid or to not yet received or paid respectfully.
In a cash flow, only those elements paid by cash are considered.
Cash Flow Forecasts
A cash flow forecast is an estimate of future cash inflows and outflows of a
business, usually on a month-by-month basis. This then shows the expected cash
balance at the end of each month. It can help tell the manager:
• how much cash is available for paying bills, purchasing fixed assets or
repaying loans
• how much cash the bank will need to lend to the business to avoid
insolvency (running out of liquid cash)
• whether the business has too much cash that can be put to a profitable
use in the business
Example of a cash flow forecast for the four months:

The cash inflows are listed first and then the cash outflows. The total inflows and
outflows have to be calculated after each section.
The opening cash/bank balance is the amount of cash held by the business at the
start of the month
Net Cash Flow = Total Cash Inflow – Total Cash Outflow
The net cash flow is added to opening cash balance to find the closing cash/bank
balance– the amount of cash held by the business at the end of the month. Remember,
the closing cash/bank balance for one month is the opening cash/bank balance for
the next month!
The figures in bracket denote a negative balance, i.e., a net cash outflow
(outflows > inflows)
Uses of cash flow forecasts:
• when setting up the business the manager needs to know how much cash is
required to set up the business. The cash flow forecast helps calculate the cash
outflows such as rent, purchase of assets, advertising etc.
• A statement of cash flow forecast is required by bank managers when the
business applies for a loan. The bank manager will need to know how much to lend to
the business for its operations, when the loan is needed, for how long it is needed
and when it can be repaid.
• Managing cash flow– if the cash flow forecast gives a negative cash
flow for a month(s), then the business will need to plan ahead and apply for an
overdraft so that the negative balance is avoided (as cash come in and the inflow
exceeds the outflow). If there is too much cash, the business may decide to repay
loans (so that interest payment in the future will be low) or pay off
creditors/suppliers (to maintain healthy relationship with suppliers).

How can cash flow problems be overcome?


When a negative cash flow is forecast (lack of cash) the following methods can be
used to correct it:
• Increase bank loans: bank loans will inject more cash into the
business, but the firm will have to pay regular interest payments on the loans and
it will eventually have to be repaid, causing future cash outflows
• Delay payment to suppliers: asking for more time to pay suppliers will
help decrease cash outflows in the short-run. However, suppliers could refuse to
supply on credit and may reduce discounts for late payment
• Ask debtors to pay more quickly: if debtors are asked to pay all the
debts they have to the firm quicker, the firm’s cash inflows would increase in the
short-run. These debtors will include credit customers, who can be asked to make
cash sales as opposed to credit sales for purchases (cash will have to be paid on
the spot, credit will mean they can pay in the future, thus becoming debtors).
However, customers may move to other businesses that still offers them time to pay
• Delay or cancel purchases of capital equipment: this will greatly help
reduce cash outflows in the short-run, but at the cost of the efficiency the firm
loses out on not buying new technology and still using old equipment.
In the long-term, to improve cash flow, the business will need to attract more
investors, cut costs by increasing efficiency, develop more products to attract
customers and increase inflows.
Working Capital
Working capital the capital required by the business to pay its short-term day-to-
day expenses. Working capital is all of the liquid assets of the business– the
assets that can be quickly converted to cash to pay off the business’ debts.
Working capital can be in the form of:
• cash needed to pay expenses
• cash due from debtors – debtors/credit customers can be asked to
quickly pay off what they owe to the business in order for the business to raise
cash
• cash in the form of inventory – Inventory of finished goods can be
quickly sold off to build cash inflows. Too much inventory results in high costs,
too low inventory may cause production to stop.

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