- 1. Chapter 6: Analyzing Cash Flow and Other Financial
Information
2. How Important is Cash Flow?
- Cash flow is the most critical item for a new business
-
- A lack of cash flow is the greatest cause of failure for a new
business
- Note that profits are not the same as cash
-
- Profits are only when revenues exceed expenses
-
-
- Revenues are not necessarily purchased with cash.
3. New Business Dilemma Part 1
- Inputs are often paid in cash (new businesses often dont have
the credit worthiness to purchase on credit
-
- Often the credit accounts arent paid for 60-90 days
4. New Business Dilemma Part 2
- It is possible for a new businesses to be profitable but not be
cash flow positive
- Without a positive cash flow, how does the new business pay for
its inputs, salaries, etc.?
5. Measuring Cash Flow
- Simplest way to measure cash flow is to compare all cash
inflows to all cash outflows.
- Compare all initial cash on hand from investors or owners
(equity), future expected cash sales, expected cash collections
from credit purchases, less the expenses for COGS as well as
expenses such as payroll and taxes.
6. What is the BIG Question?
- Need to develop a set of tools to decide whether or not it is
wise to pursue a potential business
-
- Cash flow, balance sheet, income statement
- Being able to forecast future financial outcomes is critical in
determining the future viability of the small business.
7. Cash Flow
- Profits are great in the public investing community, but is not
the focus of the small business investor
- The key is being able to bring in on a monthly and cyclical
basis more cash than is paid out.
8. Why Is Cash So Important?
- Bills, Salaries, etc are paid in cash
-
- You dont get the money from your paycheck in 60 days
- Most vendors are paid in cash
-
- Even on a good day, the small business will owe its debts in 30
days
-
- Those purchasing products/services from the small business
though will have 90 days to pay their debts.
9. What is Float?
- Float refers to the difference in time between when the check
is deposited and cash is received
-
- i.e. the 60-90 day intervals in the previous slide
-
- Problem is that others are collecting the interest on your
money
- As the small business needs more supplies and inputs to make
products, these intervals become even more severe
-
- This can be a large cause of failure for a small business.
10. How can the Small Business Combat Float?
- By making cash flow projections that are:
11. Cash Flow Statement
- Cash flow statementsARE NOTbudgets
- Cash flow statements are concerned only withACTUALcash inflows
and outflows.
12. An Example of the Difference Between Budgets and Cash
Flows
- Take a prepaid insurance for a year costing $1,800 or $150 a
month
- A budget will account for 12 equal installments of $150
- A cash flow statement will recognize a 1-time only outflow of
$1,800.
13. How To Develop an Accurate Initial Cash Flow Projection
- Contact vendors/suppliers and ask about payment terms
- Check with credit card companies and get information about when
the accounts will be processed as well as what the percentages
are.
14. What About When the Company is Up and Running?
- It is important to compare actual cash flow with the projected
cash flow
- This will illustrate the differences in actual performance
- Comparing today will help the business make more realistic
forecasts for the future.
15. Possible Information Gained from Cash Flow Analysis
- Why were sales revenue so far below expectations?
- Why was traveling expenses so high?
- Why was advertising revenue so little?
-
- A possible explanation for lack of sales???
16. Developing a Cash Flow Statement Part 1
- The cash flow statement of a small business is different than
that of a corporation
-
- Corporation will have operating, investing, and financing
sections to their Statement of Cash Flows
-
- The small business is only interested in the cash flows
resulting from operations
-
-
- Operations signifies all the cash flows in/out of the
business
17. Developing a Cash Flow Statement Part 2
- A cash flow statement will maintain an accurate representation
of the overall cash position if used effectively
- An accurate long-term history with ones cash flow statement
will assist the company with loans, credit lines, gathering equity
capital, and valuation if the owner decides to sell the
company
18. Developing a Cash Flow Statement Part 3
- A cash flow statement begins with expenses
-
- Examples of possible expenses
-
-
- Office Supplies (often underestimated)
- Important to account forEVERYexpense
19. Developing a Cash Flow Statement Part 4
- Begin accounting for revenues once done with all expenses
- If possible, the company should separate their revenues into
separate categories
-
- It will help focus the business on which sectors of its
revenues are important and will influence the operations of the
business
20. Developing a Cash Flow Statement Part 5
- Multiple cash flow statements are useful if a business is
considering pursuing a new business idea
-
- What is the likely scenario?
-
- What is the best case scenario?
-
- What is the worst case scenario?
- The scenarios will help identify the potential risk/reward
associated with the new idea.
21. Breakeven
- Breakeven is the point where expenses and sales equal each
other
- Understanding the break even point allows a new small business
to predict how much money it will need to survive.
22. How to Predict Sales
- Look towards similar small businesses in your area
-
- These individuals are great sources of information
- Key is to be conservative in projections
-
- It is much better to underestimate and get a pleasant surprise
vs. overestimating and getting a nasty present.
23. Developing the Income Statement
- Sales minus COGS gives the firms gross profit margin
- Subtract out other expenses (i.e. salary) to get the earnings
before taxes
- Taxes are then calculated and subtracted out giving the firms
profit.
24. Using the Breakeven Point to Plan a Targeted Profit 25.
Break-even Chart for Determining Target Return Price and Break-even
Volume Dollars (in thousands) 1200 1000800 600 400 200 0 Total Cost
Fixed cost Profit Total revenue 10 20 30 40 50 Sales volume in
units (thousands) Break-even point Loss 26. Using The Breakeven
Formula Rather Than The Chart
- Break Even Point = Total Fixed Costs/Price Variable Cost
- From the chart it appears that each unit sells for $20
- Total Fixed Costs are $300,000
- From the chart we can see that the Break Even Point is $800,000
so we can now calculate the Variable Cost
- $800,000=$300,000/$20 Variable Costs
- Variable Cost = $16.25 per unit(This means that profit per unit
is $3.75).
27. Using the Breakeven Point to Plan a Targeted Profit
- Variable Cost = $16.25 per unit(This means that profit per unit
is $3.75)
- Amend the formula to reflect break even plus target profit
- Break Even Point = (Total Fixed Costs + Target Profit)/Price
Variable Cost
- Breakeven Point = $300,000 + $100,000/$20 16.25
- Breakeven Point = $400,000 /$3.75
- Breakeven Point = $106,666.67
28. Break-even Chart for Determining Target Return Price and
Break-even Volume Dollars (in thousands) 1200 1000800 600 400 200 0
Total cost Fixed cost 10 20 30 40 50 Sales volume in units
(thousands) Break-even point Fixed cost +$100K Profit Total cost +
$100K Profit Break-even point +$100K Profit Total Revenue 29.
Chapter Exercises
- Using the information that you developed in your cash flow
statement, develop a breakeven chart
- Using all of the information from this chapter, develop a short
(one to two paragraph) discussion of the financial projections for
your proposed company.