Small Business: Solo acts - Peter Sherwin

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Peter Sherwin, a partner at Grant Thornton New Zealand.
Peter Sherwin, a partner at Grant Thornton New Zealand.

Peter Sherwin, a partner at Grant Thornton New Zealand, an independent assurance, tax and advisory firm.

Where do owners of small businesses have to take care with cash flow at this time of year?

Owners of small businesses, in particular, are normally very optimistic about the state of the business and how things will be in a year's time. But they often make forecasts based on best case scenario rather than allowing for some hurdles.

While working out the business expenses for a year can be relatively straightforward, working out income is totally different.

The back of the cigarette packet calculation that next year's income will be 10 per cent higher than this year's seldom runs true. What is needed is a sensitivity analysis to outline the state of the business if the promised income was 20 per cent less than expected.

It's also important to consider what would happen to your business if interest rates suddenly went up by two per centover the next two years.

The sensitivity analysis should ensure a business has access to an emergency funding line. When discussing overdraft levels with your bank, always ensure that there is more capacity for assistance than is currently needed.

What are some key pointers for one man/woman bands to consider?

Owners need to understand the ins and outs of their business. How much cash is needed to run the business and pay down debt? How much cash is the business likely to generate? When are the peaks and troughs in the business cycle? In which months will there be an extra wage payment and larger PAYE payment the next month? What supplier payments need to be made to continue supply of goods and services?

Pulling this together creates a cash flow forecast. Cash is king when it comes to running a sustainable business and an owner needs to know, on a month-by-month basis, the demands that will be placed on their cash. Often business owners find out too late that their business is in trouble. Preparing a cash flow forecast should ensure the owner is alerted to these problems at an early stage. Banks will also demand a cash flow forecast so they can see the highs and lows of the business and know that there is planning in place before problems arise.

- NZ Herald

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