1. Cash flow planning
Unit 8

2. This unit will explain
The importance of cash flow to business operations
How firms can run short of cash and the likely consequences of this
How a cash flow forecast is constructed

3. What is meant by cash flow
Cash is a liquid asset. This means that it is immediately available to be spent on goods and services any time.
Many business experience cash flow problems, meaning that they do not have enough cash to do what they want to do. Cash flow means "the flow of money in and out of a business".
These are ways cash flow can occur:

4. What is meant by cash flow
These are the ways cash flow can occur:
Cash inflows:
Sale of goods for cash.
Payment from debtors.
Borrowing from a source (but will inevitably lead to cash outflow in the future).
Sale of unwanted assets.
Investment from investors: shareholders and owners
Cash outflows:
Purchasing goods for cash.
Payment of wages, salaries and others in cash.
Purchasing fixed assets.
Repaying loans.
Repaying creditors.

5. What is meant by cash flow
Activity 8.1: case study task.
Transaction
Cash Inflow
Cash Outflow
Purchase of new computer for cash X
Sale of goods to customers – no credit given
Interest paid on a bank loan
Wages paid to staff
Debtors pay their bills
Additional shares are sold to shareholders
Creditors are paid
Bank overdraft is paid off

6. Cash Flow Cycle
A cash flow cycle shows the stages between paying out cash for labor, materials, etc. and receiving cash from the sale of goods.
1.Cash need to pay for
2.materials, wages, rent,etc
3.Goods produced
4Goods sold
5.Cash payment received for goods sold
The diagram shows how cash is need (1) to pay for essential materials and other costs (2) required to produce the product. Time is needed to produce the products (3) before they can be sold to customers.(4) if theses customers receive credit, they will not have to pay straightaway. When they do pay for the goods in cash (5), this money will be needed (1) to pay for buying further materials, ets the cycle continues.

7. Cash Flow Cycle
The longer it takes for cash to get back to the business, the more the business will need working capital and cash.
This cycle also helps us understand the importance of cash flow planning.
This is what happens when a company is short on cash:

8. Cash Flow Cycle
Not enough to pay for materials -> output and sales will fall.
The company will want to insist customers on paying in cash, but they might lose them to competitors who let them pay in credit.
There could be a liquidity crisis when it does not have enough cash to pay for overheads (bills, rent, etc.) and the business might be forced to close down by its creditors.
Managers need to plan their cash flow so that they do not end up in these positions. 

9. What cash flow is not! Cash flow is not the same as PROFIT.
What was the gross profit?
Sales revenue – cost of goods sold = $25,000
Goods sold to Customers
$40,000
50% cash,50% one month credit
Costs of goods sold
$15,000
Paid for in cash

10. What cash flow is not!
Goods sold to Customers
$40,000
50% cash,50% one month credit
Costs of goods sold
$15,000
Paid for in cash
Assuming the business started the month with no cash, how much cash did it have at the end of the month.
Cash inflow – cash outflow
$20,000 (cash sales) - $15,000 = $5,000

11. Cash Flow Problems
Having a positive cash flow is vital for the survival of a business, since without the ability to pay workers and suppliers then the business will soon have to cease trading.
A profitable business running out of cash = insolvency
This potential problem is compounded by the fact that businesses often have to pay many expenses several weeks or even months before any cash actually flows into the business.
For example,  wages and salaries will have to be paid to employees, suppliers will have to be paid for any raw materials, and the rent or mortgage payments will have to be paid before the products can be manufactured and sold to customers.

12. Cash flow problems
The major causes of cash flow crises for a business are:
Overtrading -where the business attempts to expand too rapidly, without a sufficient financial base.
Having too much money invested in stocks.
Allowing too much credit to their customers.
Unexpected changes in demand for their products.
Over borrowing -therefore having large monthly loan repayments, which have to be met.

13. Cash flow forecasts
A cash flow forecast is a Management Accounting document, which outlines the forecasted future cash inflows (from sales) and the outflows (raw materials, wages, etc) per month for a business over an accounting period.
A cash flow forecast tries to estimate the movement of cash in and out of the business on a monthly basis.
A profit and loss forecast is an estimate of the value of sales revenue over costs during a period of time, regardless of whether any money has actually been received or paid out.

14. Cash flow forecasts
Starting up a business: In the first months of a business, a lot of capital will be needed. The problem is, not everybody realizes that the amount of money they needed is much more than they had expected. Therefore, a cash flow forecast will give them a better idea of how much money will be needed.

15. Cash flow forecasts
Keeping the bank manager informed: It needs to be shown to the bank to inform it of the size of the needed loan/overdraft, when it is needed, how long it is needed and when it could be repaid. Only then will the bank give you a chance to get a loan.

16. Cash flow forecasts
Running an existing business: It is important to know the cash flow of a business so that loans could be arranged in advance in order to get the least interest possible. If a firm has cash flow problems and goes to the bank for a loan for the next day, it will charge high interests because it knows that the business has no choice. Also, if a business exceeds theoverdraft limit without informing the bank, it could be asked to repay the overdraft immediately and could result in closure of the business.

17. Cash flow forecasts
Managing cash flow: If a business has too much cash, it should put the cash to some good use quickly. Some examples of this is: repaying all loans for less interest, paying creditors immediately to get discounts.

18. Cash flow forecasts Jan cash inflows of $1,100 cash outflows of $700
Total $
Jan
Feb
Mar
Apr
Sales revenue
2850
900
850
750
350
Other revenue
650
200
100
150
Total cash inflows
3500
1100
1050
500
Total cash outflows
3400
700
950
1200
550
Net monthly cash flow
400
(350)
(50)
Bank balance
300
600
Jan
cash inflows of $1,100
cash outflows of $700
positive net monthly cash flow of $400
Net monthly cash flow + prev bank balance = bank balance
$600
The business forecasts that in January it will experience cash inflows of $1,100 and cash outflows of $700, leaving a positive net monthly cash flow of $400.
This is added to the $200 bank balance which existed at the end of December, to give a forecasted bank balance at the end of January of $600.
In February, the forecasted cash inflows are only $100 more than the forecasted outflows, leaving a bank balance of $700.

19. Cash flow forecasts Mar and Apr
Total $
Jan
Feb
Mar
Apr
Sales revenue
2850
900
850
750
350
Other revenue
650
200
100
150
Total cash inflows
3500
1100
1050
500
Total cash outflows
3400
700
950
1200
550
Net monthly cash flow
400
(350)
(50)
Bank balance
300
600
Mar and Apr
Negative net monthly cash flows
This gradually reduces the bank balance
However, in the months of March and April, the business is forecast to experience negative net monthly cash flows (i.e. its cash outflows are forecast to be greater than its cash inflows).
This gradually reduces the bank balance to just £300 by the end of April.

20. Cash flow forecasts
It is important for a business to produce a cash flow forecast, so that it can prepare for those months in which it is forecast to experience a cash flow crisis (i.e. the business needs to arrange extra borrowing or overdraft facilities to provide extra cash).
Alternatively, in the months where the business is forecast to be cash-rich, it can use this money profitably elsewhere within the business (e.g. new product development).

21. How can cash flow problems be solved?
Here are some steps to solve cash flow problems:
Arrange for future loans with the bank when you anticipate negative cash flow.
Reduce or delay planned expenses until cash is available, e.g. ask to pay in credit.
Increasing forecasted cash inflow, e.g. by getting a part-time job.