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Why should you focus on controlling the cash you already have?

Peter Disney • Jul 20, 2021
Historically, investors, financiers and of course accountants have viewed the holding of too much cash as inefficient, lowering the return on assets and increasing the cost of capital. Their attitude is that cash is just another asset which needs to be managed for maximum profitability, so cash represents money not being put to work. It has also been encouraged that borrowing helps a business to grow faster especially when interest rates are low as they have been over the last ten years. 

This article is not the place to go into the detailed calculations used by finance people to support this view that low cash is good cash but as a general rule if your business generates a profit of 10% on it’s net assets and your cash only generates 0.25% then your cash is theoretically losing 9.75%. Now, no business wants to operate with zero cash so financiers play with some other ratios to prove that perhaps you can still operate with minimal levels of cash savings. These are referred to as Liquidity ratios and solvency ratios. In essence as long as the economy ticks along and your customers pay you just before you need to pay your suppliers then happy days.

Sadly, since April 2020 we have seen both the permanent closure of some businesses and many others who have been forced to borrow huge amounts just to survive. Borrowings which are likely to take up to ten years to repay if they manage to keep going that long. Thoughts of retirement or the money to achieve personal goals and ambitions have been completely destroyed.

What could have been done in hindsight and what can be done for those businesses struggling today? 

In my view I think a lack of basic financial knowledge has caused these misfortunes and I am not talking about complex theories and ratios used by accountants but good old-fashioned prudence. The prudence I learnt from my mum not from studying accountancy. Shortly after my mum married my dad 67 years ago she discovered that he couldn’t budget so she took control of his weekly wages (in cash) and had separate envelopes for all of the various costs she knew she would have. The rent envelope, the food envelope, the clothing envelope etc. Everything was calculated to ensure she didn’t overspend in one area to the detriment of another. They lived within their budget and even though my father worked in a factory all his life they managed to save a deposit to buy a house and all because of my mother’s careful cash management. 

I seldom see this prudence when new clients come to see me. They are much more focused on having greater income today rather than building an asset for tomorrow. But it is the focus on building an asset for tomorrow which would solve the reoccurring failures during recessions which seem to appear pretty regularly every ten years or so but few businesses prepare for these. Perhaps it’s because if you look at statistics from Companies House in 2019 72% of companies were under 10 years old so had never traded through a recession. Is this lack of preparation for the inevitable one of the reasons why the survival statistics for small businesses is so awful? Think about it. Less than 28% of businesses survive more than 10 years and this statistic has not changed in decades.

Our vision is “To defy the norm of Business failure statistics and help 100% of our clients not only survive more than 10 years but to create a genuine asset to pass on to another generation”

A recent review of our client base showed that the average age of our company clients was 13.8 years and that over the last five years their balance sheet values had increased by over 250% and that is after the shareholders had taken their dividends. This proves that our focus on building their asset bases leads to greater resilience and longevity compared to the norm.

We can do this because we have a structured system, a framework of inter-related processes created over the last 30 years, to strengthen the foundations of a business so it is more resilient and less likely to fail, to optimise its current resources enabling it to grow with certainty and to transform it into an asset which can support aspirations. This unique system is called Your Journey to Freedom®.  

It is not just another business coaching system but instead is a pragmatic, best practice process for established businesses where the owner has either reached a plateau and is struggling to grow further or has exploded with growth and is fearful of losing control.

Within Your Journey to Freedom® we have a specific program focused on helping our clients become more cash prudent called the Strategic Cash Retention Program® and as you can image this has been used extensively during the pandemic.

The importance of credibility in business
By Peter Disney 01 Jun, 2023
In today's fast-paced, ever-changing world, it can be difficult to know who to trust when selecting a supplier. Social media has given rise to a world of noise, where anyone can post anything, and it can be challenging to know what is true and what is not. As a result, credibility has become more critical than ever when selecting any supplier. In this article, we discuss the importance of credibility, the challenges posed by social media noise, and how to identify credible suppliers. What does credibility actually mean? It encompasses sincerity, integrity, authenticity and reliability but fundamentally it is based upon trustworthiness and expertise. It is a combination of both emotion and logic. Credibility is a critical factor when selecting a supplier because it determines whether you can rely on them to deliver what they promise. Making the wrong choice can lead to delays, quality issues, and inevitably financial losses. For example, selecting a supplier based solely on their social media presence can be risky because social media noise can make it difficult to know what is genuine and what is not. In today's world, anyone can post anything on social media, and it can be challenging to separate the truth from the noise. As a result, businesses need to be cautious when using just social media to select suppliers. There was a recent news story about an accountant who had hundreds of 5 star reviews based upon getting massive tax refunds for their clients. It transpired that the refunds were fictitious and HMRC subsequently demanded the refunds back together with interest and penalties leaving those taxpayers with massive debts and long repayment terms. The accountant denied any responsibility and ignored any communications and requests for help. One way to ensure credibility is to look for reliable third-party evidence. For example, has the supplier won any industry awards or hold recognized professional qualifications or perhaps a referral from another professional you already know and trust? Independent endorsements by the supplier’s peers provide a level of reassurance not provided by online reviews. Formal qualifications not only provide evidence of expertise but also ensure adherence to standards of behaviour. The accountant mentioned above was not a chartered accountant and therefore not subject to the rigorous oversight of a professional body. Another way to ensure credibility is to research the supplier's track record including their length of experience. Whilst new suppliers may have recent technical skills learnt from college or university, they will lack the practical experience that comes from working with many clients over many years. For example, a more experienced accountant is likely to have seen a wider range of financial issues and developed a deeper understanding of the unique challenges businesses face especially in regard to surviving recessions. So, you ask how long a supplier has been in business, and what is their experience? This information can be found through online searches, industry publications, or by speaking with other businesses in your industry.  Don’t forget to consider the supplier's financial stability. A supplier that is financially stable is more likely to have the resources to deliver on their promises. Consider their financial statements, credit reports, and any other relevant financial information to ensure they are financially sound. We often see advertisements claiming to be able to achieve amazing results yet when you check their own accounts at Companies House they are often insolvent. If they cannot get their own house in order how can they achieve those results for you. It is also important to evaluate the supplier's communication skills. Do they respond to your inquiries promptly and professionally? Do they communicate clearly and effectively? A supplier that is responsive and communicates well is more likely to be reliable and trustworthy. There is a lot of discussion over recent years that you should consider the supplier's values and ethics before doing business with them. Simon Sinek’s view is we don’t buy what a supplier sells, we buy why they sell it. We like to understand our supplier’s “purpose”. Whether you believe that or not asking questions about their culture, codes of conduct or ethical guidelines will ensure that you feel comfortable in dealing with them. So choosing a supplier that aligns with your values and ethics can help ensure a long-term, mutually beneficial relationship. Finally, it is important to evaluate the supplier's level of innovation. In today's rapidly changing business environment, it is crucial to choose a supplier that can adapt to changes and innovations quickly. Consider their investment in technology and R&D. In conclusion, credibility is essential when selecting a supplier, particularly today where social media noise can make it difficult to know who to trust. By looking for third-party endorsements, researching track record, evaluating financial stability, considering their values and ethics, and assessing their level of innovation, businesses can ensure they select a supplier that is reliable, trustworthy, and can deliver on their promises.
By Peter Disney 26 Apr, 2023
Life is about making choices. This is true about both your personal and business life. The decisions we make are usually governed by more than just about money; where and how you should “spend” your limited resources. Time, energy, feelings, values and beliefs all come into play. Choices are about "opportunity cost". Money, time, your energy, are all limited resources so consider carefully “What’s in it for me” for every element of your life.
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