Dave Cain – our go-to cash flow guy — explains why your cash flow is more important to your success than your bottom line.
Listen to the podcast, then check out some additional resources below.
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Want to learn more about cash flow? You may find these articles to be helpful!
Managing your cash flow now will help minimize mistakes later – when business and economic trends become more favorable. Still not convinced? Here are five more reasons to consider maintaining your company’s cash flow projection.
Not only is your cash flow a powerful management and accountability tool, it’s your business’s lifeline. So this year, as you seek to protect your business’s liquidity and future growth, make the management of your business’s cash flow your priority.
The most important number you should know in your business is your cash flow from operations. But that number is not on your balance sheet. It’s not on your income statement. It’s buried on your cash flow statement. Having cash flow from operations and taking steps to maximize it is the key to running a healthy business.
Have you ever asked yourself or your financial advisor, “If we have a profit, then why don’t we have any cash?” If you have, then the statement of cash flows is for you! This statement shows where cash came from and where it went for the year and is divided into three sections.
What you may not realize is that paying taxes isn’t the end of the world. Whether we like it or not, the amount of tax paid is sometimes seen as a “measure of success.” Successful businesses pay taxes. To accumulate cash in your bank account, taxes must be paid. When cash increases, working capital does as well.
A healthy business generates money for the operations of the business. Check out a few areas to focus on when looking to improve your business’s cash flow.
Cash flow management is a struggle for many small businesses. Unlike revenue, cash flow isn’t easy to quantify or pin down. It’s up and down and moves around. But, most small businesses that fail do so because of a lack of cash flow… not revenue or profits.
The time to buy equipment is when the investment in the equipment will produce enough new revenue to warrant the purchase. If it will not produce new revenue, is it necessary to protect the current revenue stream?