Cash-Flow Therapy

So many businesses in the U.S. are undercapitalized; insufficient cash-flow is a factor in the demise of many ventures that might otherwise succeed.  Cash is king, it is often said, and the wise business owner will do what is necessary to maintain adequate cash-flow in his/her organization.

Make friends with the basic three financial documents and learn to use them as analytical tools.  They exist to enable your success and they will signal you when corrective action must be taken.

Monitor the top line of your company’s Income Statement (sales revenue/ billable hours).  Observe the ebb and flow of the accounts receivable (who owes your business money) and payable (to whom you owe money) on your Balance Sheet.  Make note of the beginning and ending cash balances on your Cash-Flow Statement.  Also on the Cash-Flow Statement, notice the cash sales (representing billable hours payments received as checks, for example) and the operating expenses.

Seasonal variations in billable hours/ sales can potentially exacerbate cash-flow problems if that is an issue in your business (the Christmas to New Year’s slowdown, for example) and pop-up emergency expenses can do the same.  Unfortunately, the outcome for Freelance consultants or other business owners can be a cash deficit, an especially unwelcome state of affairs in a month that involves holiday expenses.

But the primary cause of cash-flow woes is usually a result of persistently insufficient billable hours for services rendered or product sales, perhaps secondary to an anemic client list.

Former Wall Street Journal Assistant Editor Serenity Gibbons points out that if you  struggle to generate enough at the top line, you’re probably facing one of the following challenges:

  • The optimum target clients have not been reached by your marketing campaigns, or the message doesn’t address their priorities or aspirations.
  • The product/ service has limited value to the target clients, or your offerings are overwhelmed by dominant competitors.
  • The product/ service is perceived as too expensive for the value delivered.

It’s time to take control and consider what can be done over the short and long-term to correct the problem.  Do some homework and discover the basic challenges, concerns and goals (as defined by their respective industries) that would motivate your prospective clients and guide their decisions.  Determine why they’re doing business with your competitors and not you.  Moreover, make sure that you are pursuing the best target markets for your products/ services.

A second issue is an administrative one that plagues many Freelancers—-we fail to invoice in a timely and regularly scheduled fashion.  Help your clients to take you seriously and treat you like a “real” business by invoicing when promised. Take measures to improve the odds of getting paid on time and in full.  I’ve lived through this challenge and can report that with a small amount of discipline, it can be overcome.

Third, watch your operating (fixed) and sales related (variable) expenses.  How much are you spending to generate sales revenues/ billable hours? Limit what must get dropped into accounts payable and expand what drops into accounts receivable.

There are usually ways to stem the tide of cash-flow problems, that is, if you take action early enough.  You might start with revisiting your pricing strategy.  Ensure that your pricing reflects the value of your product/ service; that your prices are comparable to what competitors in your area charge for similar services/ products; and that you charge close to the maximum of what clients expect to pay for what you offer. Do some in-depth pricing research, using GSA MOBIS, the federal contract system, as a benchmark.  http://gsa.federalschedules.com/industries/gsa-mobis-consulting-pss-874/

Another useful tactic that serves as a band-aid for cash-flow glitches that are more inconvenient than problematic is your business credit line.  While you’re still able to pay bills on time and have a respectable credit score, investigate obtaining a business credit card through your bank.

Resist the temptation to charge business expenses to your personal credit cards!  Keep business and personal expenses separate and get your arms around the spending in each sector.  Furthermore, a business credit card usually has a much higher credit limit than a personal line and that allows you to more easily make investments in your business and earn cash back and points as you do.

Finally, if inflated business expenses, whether fixed or variable, play a major role in your cash-flow problems, then you will have some decisions to make (re: the selling expenses) and negotiating to do (re: the operating).  If you regularly pay on time expenses for inventory purchases, credit cards, or insurance, for example, get on the phone and ask for lower interest rates or a lower premium.  If variable expenses seem high, reconsider how much you must spend on marketing, advertising, sales and client entertaining.

Thanks for reading,

Kim

Photograph: Baccarat at the Sands Hotel in Las Vegas, NV, with Frank Sinatra (in black tie) as the card dealer (1959)

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Thanks for reading,

Kim

Photograph: Baccarat at the Sands Hotel in Las Vegas, NV with Frank Sinatra (in bow tie) dealing the cards (1959)

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AI and U: Bye, Bye Billables

The trouble hasn’t trickled down to us middle grade Freelance consultants or small boutique consulting companies yet,  mostly because we are not servicing Fortune 500 C-Suite clients, but apparently, the Artificial Intelligence phenomenon is being positioned to impact in particular the high-end management consultants and not for the better.  Eventually, our comparatively modest stratum will be touched as well, depending on the services that your consultancy provides.  I’ve got no love for the consulting giants Bain and McKinsey, but I’m worried by this trend.

AI is already at work, automating routine tasks such as maintaining calendars, but it is now poised to support decision-making functions in HR, marketing, finance (budgeting) and resource allocation.  It seems safe to say that AI will in the near future be used as a strategic planning tool.

According to The Wall Street Journal, U.S. businesses spent $58.7 billion on management consulting services in 2016, a 7.1% increase over 2015, and the bulk of the business was generated by the financial services industry.  The primary expertise of high-end management consultants is data analysis and presentation and facilitating long-range strategic planning.  It is becoming obvious that AI can execute many functions as well as an elite consultant, and can perform more accurately, faster and at a fraction of the cost of a consultant’s billable rate.

Do you have an iPad or iPhone? Then you are part of the AI revolution yourself whenever you ask voice-activated Siri to give you directions or show you the lunch menu at a new restaurant.  Alexa, the AI voice-activated digital personal assistant app for your tablet or smart phone developed by Amazon, will already allow you to control your smart home features such as lighting, heating/ air conditioning and keyless entry for your doors.  Presently, Alexa has the capability to answer economic questions for clients of the Swiss global financial services giant UBS Group AG.  The Wall Street Journal reported that Alexa will answer UBS client queries by using information provided by its chief investment office.  Alexa is expected to soon begin analyzing markets and may also be used to buy and sell stocks.

Meanwhile Boston-based Blackrock, the financial planning and investment management outfit, which happens to be the world’s largest asset management firm, used by institutions and individuals, is rolling out computer-driven algorithms and models in a move toward management by smart machines, that is, employing passive management rather than active management of their funds.  In other words, a machine will become the asset manager of Blackrock’s funds and not human, salary, bonus and benefits receiving employees.

Like the 1992 candidate for president Ross Perot predicted, that sucking sound you hear is your job going out the window.  The middle class is about to shrink some more.  Happy Labor Day.

Thanks for reading,

Kim

Photograph of Lost in Space, the CBS-TV series 1965 – 1968                                                          Jonathan Harris (as Dr. Smith) and the robot