Several classes of business are particularly vulnerable to cash-flow issues stemming from the outbreak of Covid-19. Following this outbreak in early 2020, Canada’s businesses have suffered their greatest economic turbulence in living memory. The global pandemic has capsized revenue forecasts, toppled growth projections, and slackened cash flows to trickle. How we respond to this extraordinary and evolving situation will affect Canada and Canadian businesses for years to come.
The Covid-19 pandemic hit suddenly, causing upheaval to all parts of the economy– leaving business owners dealing with a lot of uncertainty.
Everyone will inevitably suffer losses one way or another, in line with the economic turmoil. That is why it’s important to manage liquidity and cash flow now, taking uncertainties into account for future planning.
Take a close and objective look at your cash flow situation. Understand thoroughly your current cash flow status and how long you can survive under these conditions. Undertake scenario planning to look for all the possible situations that can emerge (e.g.: sales continue to drop, or a key supplier shuts down) and design possible course of action for any worse situation.
This can be done by developing key supplier and customer engagement strategies. Identify all the customers and vendors who represent critical accounts and inquire about if and how their needs have shifted.
Manage and expedite receivables. Examine your accounts receivable and try to collect advance payments, or at least get a strong customer commitment about the payment date. Consider whether you need to adjust your sales channels. A shift to a digital world is creating new business dynamics going forward.
Synchronize with key suppliers to ensure you can comply with your critical deadlines. In these uncertain economic circumstances 3 C’s communication, collaboration, and coordination are essential to inform your supply needs and supplier’s commitment to meet them.
Manage payables carefully to preserve cash flow gaps. Negotiate intelligently for flexible, extended, and deferred payments.
Businesses primarily concentrate on profit and losses under normal business conditions. But, in abnormal business conditions prevailing now due to covid-19, intuitive businesses shift their focus from the income statement to the balance sheet. To meet the working capital requirements during the crisis, it is essential to apply a coordinated approach that addresses all three elements of supply chain working capital– payables, receivables, and inventory.
To immediately reduce your cash outflows, reducing your variable costs is often a quicker way than focusing on your fixed costs. For example, look for opportunities to reduce contract labor and re-distribute work to your permanent workforce.
During a cash flow crisis, you must consider what’s really necessary for the near term. What capital investments are crucial to position for the rebound? What capital investments should be reconsidered? What can be postponed until the situation gets better. In such a turbulent economic environment cash flow factor is critical in planning the capital investment but if you are in contact with an accountant then it is not a big problem.
Maintaining your minute book
Businesses are at risk of experiencing supply chain disruption due to shortages in raw materials. Inventory safety stock parameters potentially need to be updated to reflect the increased demand and supply volatility.
Networking is vital for surviving the pandemic crisis. It is essential to actively maintain the lines of communication open. Sustain a close relationship with your financial advisors and your financial institutions. Don’t overlook your business network in the turbulence of the moment.
Being agile and creative can sprout opportunities you might have not noticed in pre-Covid-19 times. A quick pivot can put you back in business and help you remain relevant to your customers. Adjust your product and service to adapt to the new business environment. It can also help prepare you for the post-Covid-19 business environment. With an accounting firm you can be knowledgeable about the future markets and the future rates that is why it is best to be in contact with an accounting firm.
Cashflow management must be an integral element of a business’s overall Covid-19 risk assessment and action planning in the near term. The pandemic will gradually fade away as time passes but it is time to think about the post-Covid-19 business world. It is hard to predict exactly what the future will look like, but it will certainly offer new opportunities for nimble and creative businesses.
This fast-developing pandemic has forced business owners to assess the state of their cash flow and make decisions to salvage whatever they can. Reacting promptly has become paramount, as every day brings new challenges. Let us help you actively evaluate your cash flow requirements, assess potential risks and develop appropriate actions under various scenarios. Feel free to reach out to Filing Taxes at 416-479-8532. Schedule an NTR engagement appointment with us and take the first step towards proper management of your finances.
Sustaining a smooth and stable cash flow to keep your business viable during an unprecedented economic shutdown will be a hard struggle for many small businesses. The global pandemic has upended revenue forecasts, toppled growth projections, and decelerated cash flows to a trickle. Manage cash flows during a period of crisis through strategies such as:
You run the risk of bankruptcy as a small business owner if you’re not on top of cash flow management. Wondering how to improve cash flow in your small business? Let's see what can help you manage cash flow efficiently for your company.You run the risk of bankruptcy as a small business owner if you’re not on top of cash flow management. Wondering how to improve cash flow in your small business? Let's see what can help you manage cash flow efficiently for your company. Manage and expedite receivables. Incentivize Your Customers to Pay Faster. Open New Sales Channels. Ask Vendors for Extended Payment Terms. Expand Sales Market (new services and products, develop new marketing. strategies) Re-evaluate operating expenses. Liquidate old inventory. Anticipate and plan for future cash needs. Put idle cash to work. Outsource certain business functions. Maintain a weekly rolling cash forecast.
The information provided on this page is intended to provide general information. The information does not consider your personal situation and is not intended to be used without consultation from accounting firms and financial professionals. Salman Rundhawa and Filing Taxes will not be held liable for any problems that arise from the usage of the information provided on this page.