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When I'm talking about oxygen, I'm talking about cash, because that i= s the oxygen of a business, cashflow, making sure that you understand it fu= lly, that you don't delegate it. It doesn't matter if you're not good at fi= nances and all that sort of stuff, that's simply a set of excuses, because = there is nothing more important, it is the lifeblood of an organisation of = a business. If you haven't got a business that's generating cash, you haven= 't got a business, it is as simple as that.

If you're in that industry, for example, now may be the time to cut back a= little bit, get your resources lined up because when things do start to, a= s I said, slingshot back, you want to be in the right place at the right ti= me to be able to capitalise on that opportunity. When you are in this situa= tion, the first thing you need to understand fully is your current cash pos= ition, your balance across. I always recommend doing at least a monthly cas= hflow analysis, if not a weekly one. In all the businesses that I have, we = do weekly cashflow and we're always very conscious of the decisions that we= 're making that will affect cash.

The third= area to think about is projected cashflow, just simply from your operation= s. You want to be looking for usually over about a three to four-month peri= od, because that projected cashflow may show you some peaks and some trough= s. Again, that just gives you additional visibility about how you can start= to do things and just get a little bit more granular in the thinking of wh= at you may need to do.

I have a rudimentary= understanding of "accounting" principals, that being I don't understand ho= w something like depreciation would or could show up as a positive number o= n the cashflow statement. I understand the cashflow statement captures both= the current operating results and the accompanying changes in the balance = sheet. But how depreciation in an asset finds its way to cashflow as some s= ort of income seems to elude me. Any

I have= been able to get a reasonable amount working.

I can i= dentify the start and end month, and convert that to months since the begin= ning of 2023 (as thats where data will start, and we need to go into next y= ear. Thus Jan 2024 is month 13)

And from there I calcu= late the number of months the project straddles, and it calculates the $/mo= nth.

I can make an automation th= at links a project to the different months in a cashflow app whenever a dat= e range changes.

However, it overwrites any= previously linked projects (so it wont work). In addition, it won't delete= its old months first. To do that, it would need to look for itself in the = cashflow app, remove the links, and add new links.

The closing balances in= the actuals column reflect the actual closing balances of your accounts as= they appear on the calendar page when show actuals in history is ticked. S= o, these are not based on the cashflow figures - just on your actual balanc= es.

Cash flow analysis typically begins wit= h the statement of cash flows, which breaks down cashflows into sections fo= r operating, financing, and investing activities. Analysis includeslooking = for trends, areas of strong performance, cash flow problems, and opportunit= ies forimprovement.

How you manage your inv= entory will directly impact the cashflow of your small business and when yo= u fail to effectively manage stock you are putting your business at a disad= vantage. Why? Because your cash is tied up in that very stock.

The cashflow your business generates is largely depende= nt on how you source and manage inventory. Holding more inventory than what= is needed for current sales forecast and demand means using available cash= to pay for the surplus inventory and converting current cash into non-cash= assets.

If financing your inventory works = for your business in order to free up cashflow, then consider the cost-bene= fit analysis of this. However, ensure you implement a system that immediate= ly pays off the debt when inventory is sold.

For supported accounting software, how to un-enroll and other details, ca= ll 855-762-2361 or visit pnc.com/cashflowinsight. Offer may be extended, mo= dified or discontinued at any time without notice and may vary by market. N= o purchase necessary. See full offer disclosure.

So the site is called cashflow.chase.com. It is really easy to use. A= nd the best thing about it is it's customizable for your business. So what = you will see is there are three main topics. Understanding Cash Flow, which= gives you an overview. Increase Cash In-- you always want to make sure you= 're getting cash into your business and collecting it as fast as you can. D= ecreasing Cash Out-- or as I always tell my clients, managing your cash out= . Making sure that you're spending less, and you're also spending it more s= lowly. Each topic has, really, five different modules in it. And I'm just g= oing to mention them quickly, because we're going to get a chance to go int= o a little more detail. There are videos. There are articles. We also have = case studies, interactive tools-- and really, what we're going to highlight= in today's session, are the downloadable worksheets.

Great. Thanks, Devon. I know there were some other tools that I = mentioned earlier on the cashflow.chase.com website. So can you please walk= us through, maybe the competitor analysis worksheet, next?

So Heidi, in addition to increasing the amount of cash tha= t's coming in, it's also important for business owners to think about fast-= forwarding the timing of the cash that's coming in. And there's actually a = great resource on the cashflow.chase.com website that outlines best practic= es for business owners to consider how to improve their receivables process= , and ultimately maximize the cash on hand.

On the AccountingWeb Cashflow Forecast webinar yesterday, the panel mentio= ned several cashflow forecasting tools, but I didn't hear Float included in= the list, which surprised me. I've looked at the software reviews on Accou= ntingWeb, but there are no user reviews for either Float or Fluidly since 2= 018. Since both are quite new, I imagine they have changed quite a lot in t= he past 2 years.

My target market is small,= service-based businesses looking to get a better grip on their cashflow, a= nd potentially backing up an application for external funding. Which foreca= sting software do people find most useful in practice? I'm particularly int= erested if you have tried more than one and can compare pros and cons pleas= e.

For cash forecasting alone then most peo= ple default to Fluidly or Float. My preference is Fluidlybut many others pr= efer Float and in reality there's little between them. Don't believe the ma= rketing hype - I find that cashflow forecasting is temporary to deal with a= need (generally) whilst 3 way forecasting is more transaction driven. I th= ink this also explains why neither app has had a review since 2018 - they w= ere all the rage then, with big marketing to match, and now accountants, an= d possibly the apps themselves, have realised that the average SME is happy= pootling along with a reasonable idea where there business is at and don't= need an app to tell them what they already know.

These days my cashflow monitoring is every day noting down on the in= side cover of my desk diary the total of our bank balances, it is amazing w= hat one can read from the pattern- I have even considered inputting into ex= cel to create a pretty wave chart.

Phone: G= ive us a call from 7am to 7pm (ACST), Monday to Friday on (08) 8275 2000.

Email: Get personalised email support any day of the wo= rking week by contacting: info cashflow-manager.com

Se= lf-help: If you are the kind of person who likes to find the answer yoursel= f, our extensive Knowledge Base is filled with step-by-step guides, videos = and tips.

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