Blog Post

Life after Government Covid-19 Support

Amanda Lodge • 2 September 2020

The importance of cash flow planning

With the government’s furlough scheme beginning to wind down, grants, no doubt spent or almost spent and many business’s trade not having recovered to pre-Covid levels, now is the time to stop and think about cash flow.

When accountants talk about cash the don’t just mean the coins and notes in the till, they also include the money you have in your business bank account and any overdrafts you have. It is cash flow (the movements of this money in and out) that will make or break a business, even a profitable one. You may have heard the phrase “cash is king” and this reflects that fact.  

Some government help may even be causing some cash flow problems. The eat out to help out scheme may have pulled people into restaurants, but the businesses have had to wait (thought not too long) for the cash to hit their bank accounts. The furlough scheme can also cause similar problems now the claims must be made by calendar month, if you do not know how many hours your flexibly furloughed staff will work until the end of the month and/or payday has been reached.

Right now you need to think about whether you are increasing cash each month or losing it and if necessary take action. Remember as well that it may look like you are increasing cash until you get your VAT bill or the corporation tax bill!

Profit and cash flow are not the same. Say you purchased some stock for £400 on 30 days credit. If you sell it on day one for £1,000 and your customer pays you straight away, you make a profit of £600 and have no problem with cash flow. If you sell it on 30 days credit on day 25 then you will make the same profit but you have a cash flow problem – you have to find £400 to pay for the stock before you get any cash from your customer.

This is why it can be important to do a cash flow forecast for your business, and as an owner, for your personal finances, as this will determine how much money you need to take out of your business.

You can often start with your latest profit and loss account as a kind of memory jogger, and a spreadsheet set up with month by month columns showing cash at the start of each month, money in and then all the various items of expenditure going out. Some accounting software, such as QuickBooks also have cash flow functions built in. You can then fill in the figures, putting items of expenditure into the months they actually happen. For example, someone paying business insurance annually will have one big hit in the month it is due, someone paying by instalments will have a monthly amount going out that only changes once a year or if risks change.

Another example is VAT. The bill will depend on income and expenditure for your VAT quarter, say it ends at the end of September. You will have to pay the bill by 10th November if you use direct debit – so there is quite a mismatch between when the amounts arise and when you actually have to pay. Always remember to include all your tax bills in your cash flows.

The one thing you won’t necessarily know in any detail is what your sales will be – but at least doing a cash flow will let you know what they need to be. If you exceed this amount you have something in the bank if there are local lock downs, if you don’t then it’s a first early warning sign to take action.

Depending upon your circumstances it can be frightening, exciting or motivating to do a cash flow, but it is always better to do it as it means you can take action in plenty of time.  

Amongst the things you can do are looking for new opportunities or ways of selling your product or service, cutting costs, spreading costs (like paying insurance by instalments – although it may be more expensive in the long run), negotiating with landlords and HMRC to spread large bills. Making sure you are claiming all the grants etc. that are available, and where you have staff, looking at staffing levels. You could also borrow money but you will have to believe you can repay it, or you may have personal savings you can put in but you will need to be convinced it is worth it. It may be better to keep those savings aside and use them to set up again later.

Strangely, for some businesses it is also a time to consider re-structuring, pay rises and bonuses. I have seen a set of accounts for July 2020 where the profit was the same as July 2019 on two thirds of the sales. The message is to be ambitious, creative and retain a degree of optimism.

You can use your cash flow to experiment with any of these options and see what effect they have. It is also worth a regular review and comparison with what actually happens.

There are tough decisions and tough times ahead for may but, where money is concerned, a cash flow will mean you are fore-armed and fore-warned so you can plan ahead. 

It goes without saying that your accountant will be able to help you with cash flow planning and the fees may well be worth the investment if you do not have the confidence to do it by yourself.

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