Managing cash flow an operational focus phần 3 ppsx

Bank Accounts A key factor in determining what kind of disbursements system to establish for the company is to understand the amount of its disbursements and the balances it needs to service transactions, to cover transaction costs, and to meet compensat- ing balance requirements. This will allow the company to calculate any excess bal- ances it is able to generate and the amount of earnings potential they represent. This information will enable the cash manager to make intelligent estimates of the advantages and disadvantages of available systems. Some of the types of bank accounts available include the following: • Demand deposit accounts. These accounts are the basic no frills checking accounts that have been the staple of bank business for many years. A number of years ago, banks began paying interest on these checking accounts in certain instances. However, according to federal regulations, banks may not pay interest on corporate business checking accounts. • Imprest accounts. These are accounts with fixed, usually small, balances that are reimbursed as checks are drawn against them. For example, pay- roll accounts, small vendor payment accounts, travel expense reimburse- ment accounts, and the like are appropriate. • Zero balance accounts. These accounts are zeroed out, usually daily, by transferring any remaining balances to a concentration account, or by transferring from a concentration account sufficient funds to cover the checks that have been presented for payment. The transfers between the concentration and zero balance accounts can be handled automatically by the bank or by specific company authorization. These are also referred to as sweep accounts. Vendor payments are an appropriate use for zero bal- ance accounts. A schematic appears in Exhibit 2.12. • Automatic balance accounts. These accounts have receipts and disburse- ments processed through them and are automatically closed out daily to an agreed-upon amount by the bank by transferring money to or from an interest-bearing account. Automatic balance, zero balance, and imprest accounts are basically variations of the same theme. In addition to the preceding types of accounts, there are other variations that have been established by banks to service their customers and try to gain a com- petitive advantage. If the company has a particular situation to deal with, it would probably be to its advantage to talk with the bank and some of its competitors to see what could be done to solve the problem or take advantage of the opportuni- ty. The competitive situation in the banking and financial services market pro- vides a real opportunity to develop creative solutions. In the development of effective systems to meet company needs, a disbursements system that maximizes the earnings potential of discretionary funds is necessary to minimize balances in non-interest bearing accounts and consolidate funds for maximum yields. 66 Managing Cash Flow—Receipts and Disbursements CONCLUSION In order to be able to effectively manage the cash receipts and disbursements of the organization, it is necessary to fully understand what those receipts and dis- bursements are, where they come from, and how they affect and are affected by company operations. Since the company’s balance sheet and income statement both are intimately interwoven with the company’s cash flow, a review of these basic financial statements is a good place to start for this management process. Cash receipts primarily derive from collections from customers for sales made either from cash sales or accounts receivable collections. While we advocate Conclusion 67 C L E A R t o - 0 - F U N D a s R E Q U I R E D Plant # n Collection account # n Regional/Central concentration account Local Office #1 Collection account #1 Collection account #2 Sales Office #2 Disbursement account #1 Disbursement account #2 Disbursement account # n Plant #1 Warehouse #2 Sales Office # n Local Supplier Local Supplier Local Supplier Local Supplier Local Supplier Local Supplier . . . . . . . . . . . . Exhibit 2.12 Zero Balance Accounts the desirability of cash sales, most businesses will incur at least some accounts receivable because of competitive necessities. Controlling those receivables and ensuring their timely collection is one of the most effective methods of assuring positive cash flow for the organization. Good record keeping, strong credit and collection policies, and effective follow-up on overdue accounts will help ensure that the money flows into the corporate coffers on a timely basis. Once the money is on the way or has been received, it then becomes necessary to utilize those funds appropriately, either by temporarily investing them for short-term earnings or by reinvesting them back into the business to secure long-term benefits for company stockholders. The other side of the cash flow coin is cash disbursements, and an effective cash management system will focus a lot of attention on keeping those disburse- ments under control. Paying only bills that are due when they are due is the most obvious and arguably most effective procedure to follow, but it is often short-cir- cuited or overlooked. As in the case of cash receipts, understanding systems that are available to help manage those cash outflows are important as well, which requires a good working relationship with the company bank and awareness of the services the bank can offer the company. ACCOUNTS RECEIVABLE ARE NOT CASH RECEIPTS. ACCOUNTS PAYABLE ARE NOT CASH DISBURSEMENTS. 68 Managing Cash Flow—Receipts and Disbursements 69 CHAPTER 3 Planning and Budgeting PLANNING PROVIDES FOCUS FOR THE FUTURE, NOT A GUARANTEE OF RESULTS. E stablishing good understanding of the organization’s cash flow—cash needs and sources—requires that effective planning take place. Typically, this is thought of as a budgeting activity. While cash flow budgeting is nec- essary and desirable, there needs to be emphasis on overall strategic planning as well. Strategic planning does not usually devote a lot of specific effort to cash flow, but the results of the strategic planning process need to be examined in light of cash flow requirements. And, as mentioned earlier in this book, the operational activities of the organization, which are very dependent of the results of the strate- gic plans, represent the major sources and uses of cash. Therefore, spending time on strategic planning will have a major impact on the organizations’ cash flow. (We will discuss cash flow planning and budgeting specifically in Chapter 8.) This chapter addresses the broader issue of general corporate planning. Its relevance to cash flow is that without proper planning techniques and processes in place, the organization will not be able to adequately foresee its cash requirements. A good starting point in understanding the cash flow system of the compa- ny is to understand the organization, why it is in existence, and what it is trying to accomplish (its mission, goals, and objectives). To accomplish this, there needs to be understanding of the organization’s long-term and short-term planning methods and related budgeting and control processes. Focus should be on the organization’s approach to planning and its integration with the budgeting process. The planning and budgeting techniques should be a means of achieving improved organizational effectiveness, including healthier management of cash. Management should also be aware of the elements of an effective planning/budg- eting system to compare with the practices of the organization under review. Definitions of goals and objectives are presented in Exhibit 3.1. Note that goals are broad directions or targets toward which the organization or department desires to move. Goals are generally not achievable except in the long run. If a goal is established that in fact can be achieved, it does not sufficiently stretch the orga- nization’s abilities. Goals establish the route—they are a direction, not a destination. However, objectives are specific desired results, relating to one or more goals, that can be attained within a given time frame. Normally, short-term goals and objectives are developed for a specific planning cycle (usually a one-year annual cycle) for both the organization and each departmental unit. As top management is responsible for developing the long-term organizational goals, so operating managers and staff are responsible for developing and implementing the short- term goals and objectives within the framework of the overall long-term plans. GOALS ARE STATEMENTS OF BROAD DIRECTION. OBJECTIVES ARE SPECIFIC RESULTS TO BE ATTAINED. There should be interaction and interdependence among the strategic (long- term) planning, short-term planning, detail planning, and budgeting and moni- toring processes. The planning process should be an essential first step that leads ultimately to the preparation of an effective budget for the organization. By learn- ing effective planning and budgeting procedures, management will be able more effectively to review and analyze such procedures as part of their organization- wide, departmental, or specific function cash management study. 70 Planning and Budgeting GOALS –Statements of broad direction –That describe future states or outcomes of the organization to be attained or retained –That indicate ends towards which the organization’s effort is to be directed OBJECTIVES –Measurable, desired accomplishments related to one or more goals –Attainment is desired within a specified time frame and can be evaluated under specifiable conditions CHARACTERISTICS OF OBJECTIVES • MEASURABLE – attainment (or lack thereof) can be clearly identified • EXPLICIT – clear indication of who, what, when, how • TIME-SPECIFIC – to be accomplished within a stipulated period of time • REALISTIC – capable of being attained within the time frame specified and with the expenditure of a reasonable and cost-effective amount of effort and resources Exhibit 3.1 Planning Definitions RELATIONSHIP BETWEEN PLANNING AND BUDGETING THE BUDGET DOES NOT DETERMINE THE PLAN; THE BUSINESS ENVIRONMENT AND NEEDS DO. Organizations may both plan and budget, and many consider them as separate activities. In reality, they should be one integrated process. Planning comes first until the organization defines its goals and objectives. Knowing where to allocate resources, including cash, is an essential part of the budget process. All organiza- tions plan; all organizations budget. If management thinks about whether or not to hire a new engineer; if they evaluate the benefits of a new product line before starting it; if they have considered the advantages and disadvantages of a new building or computer system before laying out the funds, they are planning. If they think about whether they have the funds available to go to a trade show or buy a new vehicle, they are budgeting. Some organizations plan and budget for- mally, others informally (or even secretively); some are effective, others ineffective or even counterproductive in their methods. But all organizations plan and budg- et! They are essential to survival. The advantages of formalizing and opening the planning and budgeting process to lower levels of the organization are that they provide an open, integrated, and reasonably structured process that significantly benefits the long-term viability of the organization. It is for these reasons that planning is considered a critical activity to include in a company’s evaluation of its cash management processes. Every organization – whether a manufacturer, service provider, or not-for- profit – must plan its future direction if it desires to achieve its goals and objec- tives. The organizational plan is an agreed upon course of action to be implemented in the future (short- and long-term) and directed toward moving the organization closer to its stated goals and objectives. The planning process, if exer- cised effectively, forces the organization to: • Review and analyze past accomplishments • Determine present and future needs • Recognize strengths and weaknesses It also enables the organization to: • Identify future opportunities • Define constraints or threats that may get in the way • Establish organizational and departmental goals and objectives • Develop action plans based on the evaluation of alternatives • Prioritize the selection of action plans for implementation based on the most effective use of limited resources Relationship Between Planning and Budgeting 71 Early in the planning process the organization must determine why it is in existence. Once the organization has identified all of the reasons that it is in exis- tence and has articulated them by means of an organizational mission statement, vision statement, or credo, it must then define related organizational goals, both long and short term. These organizational goals are typically formulated by top management, although, as previously stated, it is good practice to obtain feedback from lower-level managers, supervisors, and operating personnel within the organization as to the appropriateness, practicality, reasonableness, and attain- ability of the stated organizational goals. A good rule to keep in mind in the devel- opment of an effective organizational plan is that in most organizations the employees closest to day-to-day operations usually know most about present problems and what needs to be done to correct them. Accordingly, the organiza- tion that wishes to be successful over the long term must have “everyone” (i.e., representatives from many levels) in the organization involved in the planning process. Having lower-level employees involved in developing the mission state- ment may be inappropriate, but digging down deeper in the organization than may first be thought necessary should be seriously considered. Involvement is one of the best ways to get commitment, and this can be a very effective “involv- ing” step. Many organizations have been unsuccessful in their planning efforts and their ability to survive because of lack of foresight and their inability or unwillingness to use employees’ input creatively. PLANNING INVOLVEMENT PERVADES THE ORGANIZATION. In addition, operating personnel need to know how to plan properly and operate according to such plans (putting the plans into action) in order to carry out their responsibilities successfully as part of an integrated organizational plan. Operations personnel cannot plan for their own areas effectively unless they understand and work with the organization’s long- and short-term goals—and have had the opportunity to provide significant input to these plans. It is not suf- ficient, however, for operations personnel to be allowed merely to provide input; top management must also encourage that input, seriously consider it in the final- ization of organizational goals, and provide appropriate feedback as to why any reasonable ideas were not implemented. The development of organizational goals must be institutionalized with top-to-bottom discussion for it to be most successful. Yet personnel must also understand the principle that members of top man- agement have the ultimate decision-making power and therefore may still make the final decision, regardless of operations personnel input. The result of such exclusive top management decision making, however, is organizational goal set- ting by directive rather than by participation. Because operations staff will see these organizational goals as top management’s and not their own, they will not only be less inclined to direct their efforts toward achievement of those goals, but 72 Planning and Budgeting Relationship Between Planning and Budgeting 73 may also tend to work openly against or even sabotage the attainment of the goals. In an effective planning system, it is extremely important to have everyone in the organization working toward the same goals. In this manner, management and operations staff are far more likely to make decisions that are consistent with the organization’s overall plans and direction. Within this framework, how then does an organization plan effectively for its future? A schematic of the organizational planning process is shown in Exhibit 3.2. Note that in the development of long- and short-range plans, which includes Mission Statement Corporate Goals Segment Objectives LONG-RANGE SHORT/MEDIUM-TERM CONTROL Strategic Plan Corporate Objectives Segment Goals Detail Plans Budgets Performance Results Performance Evaluations Replanning Exhibit 3.2 Organizational Planning Process 74 Planning and Budgeting the development of detail plans and related budgets, a top-to-bottom approach is used. Top management, operations management, and staff interact and commu- nicate, resulting in an agreed-upon set of organizational plans (strategic plans, corporate goals, and corporate objectives) and departmental/segment goals, objectives, detail plans, and budgets. STRATEGIES FOR COMPETITIVE ADVANTAGE STRATEGIC PLANNING HELPS PEOPLE UNDERSTAND WHAT TO DO. As can be imagined, there are many different strategies that an organization could adopt to achieve an advantage over the competition. However, many types of strategies share similar characteristics that drive the strategy and provide the competitive advantage. Among these differing strategies to be considered, many would fall into the following two categories (as depicted in Exhibit 3.3): 1. Differentiation Strategy. In differentiation strategy, the product or service to be provided is differentiated from the competition by various factors that increase the value to the customer/client, such as enhanced performance, quality, prestige, features, service, reliability, or convenience. Differentiation strategy is often, but not always, associated with higher price. The desire is to make price a less critical factor to the customer. 2. Low Cost Strategy. Low-cost strategy achieves a sustainable cost advantage in some important element of the product or service. Low-cost leadership position can be attained through high volume (high market share, per- haps), favorable access to lower-cost raw materials or labor markets, or state-of-the-art manufacturing procedures. Low-cost strategy need not always be associated with charging lower prices, as lower product or serv- ice costs could also result in increased profits or increased marketing, advertising, promotion, or product development investment. Although most planning strategies usually involve differentiation and/or low-cost strategy, there are many other kinds of strategy that could be exploited. Examples include specific organizational competencies such as creativity and innovation, global perspectives, entrepreneurialism, research capability, sophisti- cated systems, automation and computerization, and so on. Within this frame- work, the following three strategies (also summarized in Exhibit 3.3), which are not easily categorized as either differentiation or low-cost strategies, could be con- sidered in formulating long-range plans: 1. Focus. This strategy involves organizations that focus on either a relative- ly small customer base or a restricted part of their product or service line. For example, a retailer selling to tall men or small women, or a CPA offer- ing personal financial planning services to highly compensated individu- als would be employing a focus strategy. The particular focus is usually the driving force in the planning effort, though differentiation and/or low cost may also be part of the strategy. 2. Preemption. A preemptive strategic move is the first implementation of a strategy into a business or service area that, because it was first, produces a distinct competitive advantage. Normally, for such a preemptive move to create an advantage, competitors should be inhibited or precluded from matching or countering the move. Some examples might be tying up the major distributors in a new market area before the competition can make a Strategies for Competitive Advantage 75 LOW COST FOCUS PREEMPTION SYNERGY COMPETITIVE STRATEGIC ADVANTAGE No-frills product Product design Raw material source control Government subsidy Locations Product innovation/automation Own/control competitors Cash flow management Cost containment/low overhead Experience advantage Low cost culture Enhanced value Reduced cost Reduced investment Combined resources Product focus Market focus Geographic focus Customer focus Service Product Production Innovation Franchising Distribution Supply systems Customer loyalty Quality Brand name/reputation Customer orientation Installed customer base Patent protection Augmented protection Peripheral services Technical superiority Distribution Product line breadth DIFFERENTIATION Exhibit 3.3 Strategies for Competitive Advantage [...]... aspects of company operations with the idea that these operational activities, though not specifically cash focused, will ultimately determine the cash flow of the organization CASH MANAGEMENT STUDY The company’s cash management study starts at the top of the organization That is, top management should define and communicate its strategic plans for 95 96 Analyzing the Sales Function the company, including... run not only to satisfy customers and make profits, but also to conserve and generate cash That means that the operating personnel cannot leave cash responsibility solely to the accountants They must be aware of cash flow and its impact on the company as a whole And most importantly they must carry out their responsibilities in a cash- aware manner To that end, in this and the following two chapters,... handling cash transactions, banking and custodial arrangements), principal cash flow in or out—results from the basic operations of the company Incoming cash is generated from payments by customers for goods or services provided Outgoing cash is used for purchased parts and material, payroll, manufacturing or service provision expenses, sales and marketing, research and development, capital purchases, and... the operating plans This is the process of budgeting 5 Finally, the fifth step of the process, review the strategies and replan as required, requires development and implementation of an adequate and timely information system that allows management to measure progress 80 Planning and Budgeting toward strategic plan and related operating plan goals, objectives, detail plan activities, and budgets Some... crisis management and purely intuitive planning and control are no longer sufficient More structured planning concepts and techniques may then find their rightful place in the organization’s recurring business development activities A schematic of the planning cycle is shown in Exhibit 3. 6 This schemat- 83 Short-Term Planning TOP MANAGEMENT L O N G identify issues and needs T E R M I SEGMENT MANAGEMENT... planning process are shown in Exhibit 3. 9, and can be discussed more fully as follows: 1 Planning Based on corporate goals and objectives, each segment will state its mission (its reason for existence) and its major functions; will analyze its strengths, weaknesses, opportunities, and threats (SWOT analysis); and will develop its goals and objectives (specific goals to be attained) 2 Detail plans and... in business so that the company stays in business The goal should be to provide the highest quality goods and services to customers at the lowest possible price, while still achieving an adequate return and cash flow for the company If this can be done successfully, both the company and its customers will grow and prosper If the sales function can also become an integral and unique part of its customers’... nature of the organization and how each organizational unit plays a supportive role in accomplishing what the organization wants to achieve Short-Term Planning 85 Segment mission determines segment functions, and from these plans, budgets and programs are derived This in turn leads to implementation, review, and replanning The combination of bottom-up development and top-down direction and review is... benefits of synergy (where the total is greater than the sum of its parts) can occur when an organization has an advantage due to its connection with another organizational entity within or outside the firm The two entities may share sales and marketing efforts, research and development capabilities, office and support staff and facilities, warehousing, and so on With the element of synergy, the two or... segment management to carry out their agreed-upon plans This integrates the planning and budgeting phases of the entire process 4 Implementing Following agreement and approval of the detail plans and related budgets, the segment becomes responsible for implementing the plan Since the steps and activities of the detail plan have been agreed to 88 Planning and Budgeting as the optimum way for the organization . RECEIVABLE ARE NOT CASH RECEIPTS. ACCOUNTS PAYABLE ARE NOT CASH DISBURSEMENTS. 68 Managing Cash Flow Receipts and Disbursements 69 CHAPTER 3 Planning and Budgeting PLANNING PROVIDES FOCUS FOR THE. includes Mission Statement Corporate Goals Segment Objectives LONG-RANGE SHORT/MEDIUM-TERM CONTROL Strategic Plan Corporate Objectives Segment Goals Detail Plans Budgets Performance Results Performance Evaluations Replanning Exhibit 3. 2 Organizational Planning Process 74 Planning and Budgeting the development of detail plans and related. strate- gic plans, represent the major sources and uses of cash. Therefore, spending time on strategic planning will have a major impact on the organizations’ cash flow. (We will discuss cash flow planning