Wie managen Sie den Cashflow bei der Skalierung? (2024)

Managing cash flow, when scaling a business, is not remarkably different than managing cash flow of a distressed company that is strapped. Success comes to those FP&A professionals who can forecast liquidity events, understand the drivers of cash surpluses and deficits, and maneuver proactively. Engaging an FP&A advisor can be an important first step, but eventually, the team needs to own the process.

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One thing I've found helpful is to surround yourself with the right long-term advisors who collaborate with each other and care about relationships over transactions. When considering equity or debt for growth, there are a lot of factors to weigh, both short and long term. Start with your vision, and analyze your current situation, and put the right hub of advisors together to talk to each other.

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Have an intentional plan on how you're going to bring in sales. That is where marketing comes in. Use multiple marketing strategies to bring in potential clients into your ethos as well as open up yourself to bigger market. Have a clear sales process.Have a great onboarding process.Current customers are the best customers. You want to ensure you provide incredible value and turn them into raving fans. Once a raving fan, they'll do lots of heavy lifting for your business in terms of referrals and word of mouth. Look for opportunities to upsell to current market.Create passive income streams. The last bit mentioned in the article is great but if you automate your payment processes, you can avoid the hassle of collecting on invoices.

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Depending on the industry and size of the company rotating suppliers and vendors can bring instant costs savings. Smaller businesses don't practice this nearly as much as larger businesses and can you save a surprising amount from simply comparing additional quotes from their material, insurance, and other vendors / service providers

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Cutting cost will vary depending on the industry but it is something that can be beneficial. I'd say prioritizing revenue generation would be better use of time then to pinch pennies on cutting cost which may or may not be as supportive in controlling cash flow.

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Having a cash reserve is another essential strategy. This reserve acts as a safety net, providing financial cushioning during unexpected downturns or unforeseen expenses. As businesses scale, there's an increased risk of customers delaying payments, which can strain cash flows. To mitigate this, businesses should implement strategies to manage their receivables effectively. Offering early payment discounts or imposing late payment penalties can incentivize customers to pay promptly.

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Have your money work for you. Invest any excess funds into valuable investments that can generate passive income and that can take off some of the load from revenue generation and support any unexpected events.

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In the digital age, managing cash flow seamlessly hinges on leveraging tech. Start with automation; sophisticated software can handle invoicing and track outgoings, ensuring a rhythmic cash dance. Migrate to the cloud—a real-time lifesaver, granting instant financial snapshots and promoting team collaboration. Integration is paramount: make sure your CRM, sales, and inventory systems speak the same language. Embrace online banking; its array of features, from scheduled payments to alerts, keeps you in the financial loop. And remember, deep-dive into data analytics; discerning cash trends today prepares you for a prosperous tomorrow.

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When it comes to technology, having automation and most integrated systems are going to be the best option. You have to weigh the use vs. the cost to implement but know that there are many many options available for you to utilize technology for anything you can think of. You simply have to look for it.

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Monitor your cash flow: Compare your actual income and expenses with your forecast, and review your cash flow performance and strategy regularly. Use cash flow projection: Model your cash flow to make major decisions with more confidence. Create a 12-month cash flow projection to visualize the long-term effects of potential decisions, such as buying new equipment or adding a new locationShorten your sales cycle: Track the time it takes to generate a lead, convert it into a prospect, and finally into a customer. Look for ways to shorten the sales cycle and improve your production schedules without compromising quality

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