"Cash is the lifeblood of business" is an often repeated maxim amongst financial managers. Working capital management refers to the management of current or short-term assets and short-term liabilities. Components of short-term assets include inventories, loans and advances, debtors, investments and cash and bank balances. Short-term liabilities include creditors, trade advances, borrowings and provisions. The major emphasis is, however, on short-term assets, since short-term liabilities arise in the context of short-term assets. It is important that companies minimize risk by prudent working capital management.
What Affects Working Capital Management
1. Organizations are generally focused on cash, accounts payable, and supply chain issues. However, external issues like the legal and business environment, or internal mechanisms like organization structure and information systems, can significantly impact working capital.
2. Owing to market pressures, companies are led to paying a lot of attention to producing good quarterly results quarter after quarter. Undue focus on this may sometimes produce a flattering but inaccurate snapshot of working capital performance. This also happens in companies that have a marked seasonality of operations with working capital requirements varying widely from quarter to quarter.
Measures to Improve Working Capital Management
1. The essence of effective working capital management is proper cash flow forecasting. This should take into account the impact of unforeseen events, market cycles, loss of a prime customer, and actions by competitors. The effect of unforeseen demands on working capital should be factored in.
2. It pays to have contingency plans to tide over unexpected events. While market leaders can manage uncertainty better, other companies must have risk management procedures. These must be based on an objective and realistic view of the role of working capital.
3. Addressing the issue of working capital on a corporate-wide basis has certain advantages. Cash generated at one location can well be utilized at another. For this to happen, information access, efficient banking channels, good linkages between production and billing, internal systems to move cash and good treasury practices should be in place.
4. An innovative approach, combining operational and financial skills and an all encompassing view of the company's operations will help in identifying and implementing strategies that generate short term cash. This can be achieved by having the right set of executives who are responsible for setting targets and performance levels. They are then held accountable for delivering. They are also encouraged to be enterprising and to act as change agents.
5. Effective dispute management procedures in relation to customers will go along way in freeing up cash otherwise locked in due to disputes. It will also improve customer service and free up time for legitimate activities like sales, order entry, and cash collection. Overall, efficiency will increase due to reduced operating costs.
6. Collaborating with your customers instead of being focused only on your own operations will also yield good results. If feasible, helping them to plan their inventory requirements efficiently to match your production with their consumption will help reduce inventory levels. This can be done with suppliers also.
Working capital management is an important yardstick to measure a company's operational and financial efficiency. This aspect must form part of the company's strategic and operational thinking. Efforts should constantly be made to improve the working capital position. This will yield greater efficiency and improve customer satisfaction.
Most businesses which accept credit cards can obtain a business cash advance by using their future credit card processing activity. This strategy is also referred to as credit card financing and credit card receivables factoring. However, there are a number of critical business financing problems to avoid when using this strategy, and a merchant cash advance is not the only source to consider for additional working capital.
Business cash advance and credit card processing management is frequently one of the most overlooked sources of working capital for a business. This summary report will serve as a practical and concise overview of how to secure a merchant cash advance.
Not to be overlooked are the meaningful working capital management benefits accruing by coordination of credit card processing and merchant cash advance programs. Key results from successfully coordinating these business financing services will include reduced costs and improved cash flow. Perhaps most importantly, a business cash advance based on credit card processing is one of the few viable options for reliably obtaining short-term commercial financing for many service and retail businesses.
Before we begin, there are two key points to keep in mind. First, business cash advance programs can be a source of confusion and problems, and proper anticipation of these potential difficulties is essential for a business owner considering this working capital strategy. Second, some additional descriptions for business cash advance programs are credit card receivables factoring, merchant cash advances and credit card financing.
Even though this is a viable and sound strategy, there are several difficulties to avoid. Here is a suggested process for reviewing possibilities to improve credit card processing and simultaneously obtain a business cash advance.
Realize that the business cash advance strategy is not readily available until a business has been operational for at least one year. A further limitation is that the business must have been using credit cards as a form of payment by customers. It would be wise for new business owners to review this strategy in order to be better prepared for future business finance options needed in the future.
Determine how much additional working capital your business needs. In general a business cash advance is typically possible for amounts varying from $5000 to $300,000 and the amount will depend on the monthly credit card processing volume for a business.
Review your monthly credit card volume as well as cash receipts from your customers during the past six months. It is not unusual for a business to experience cyclical variations in their monthly receipts, and these fluctuations are generally acceptable in calculating the potential for a business cash advance.
Avoid business finance sites which request that a business owner submit an online application for a business cash advance. To illustrate the problems associated with an online business financing application, we have prepared a separate business loan report entitled How and Why to Avoid the Online Business Loan Application Trap.
Talk to an experienced business cash advance advisor. You should avoid high-pressure representatives that make unrealistic promises about how quickly the credit card financing process can be completed. A realistic expectation is that a merchant cash advance can be finalized in a period of two to four weeks. A knowledgeable working capital financing advisor will be able to provide an initial assessment of potential working capital advance options based on information referred to above.
Explore additional resources that will facilitate a better understanding of complex credit card factoring issues. You should look for sources which will provide relevant strategies and solutions for any business owner contemplating a future business cash advance.
Complete an initial business cash advance application once you are satisfied that you have identified a suitable advisor and provider for coordinating the credit card processing and credit card receivables factoring. Please remember our advice to avoid the online versions for this step. Faxing or emailing a completed application directly to the advisor-provider is the preferred method for submitting initial documentation. Please note that there should not be any up-front fees or closing costs to obtain a working capital advance.
Both David Gass & are contributors for EditorialToday. The above articles have been edited for relevancy and timeliness. All write-ups, reviews, tips and guides published by EditorialToday.com and its partners or affiliates are for informational purposes only. They should not be used for any legal or any other type of advice. We do not endorse any author, contributor, writer or article posted by our team.
David Gass has sinced written about articles on various topics from Accounting Guide, Finances and Network Marketing. David Gass is President of Business Credit Services, Inc. His company publishes a free weekly e-newsletter on Small Business Consulting at their