by Stephen Reed | Accounting News, Industry - Construction, News, Newsletter
Managing cash flow in the construction industry can be challenging, and it’s crucial to understand the difference between income and cash flow to avoid falling for the illusion of profitability. Many construction businesses may appear profitable on paper, but they could face significant financial issues if they’re not managing cash flow effectively. In this article, we’ll discuss the common pitfalls that lead to the illusion of profitability and practical tools to boost profits.
Income vs. Cash Flow: Understanding the Difference
Income refers to the total amount of money a business earns from its activities, such as contract payments, sales of materials, or other services. Cash flow, on the other hand, is the movement of money in and out of the business – all the ways it is earned and lost. While income is a measure of profitability, cash flow is a measure of liquidity. Positive cash flow ensures that a business can meet its financial obligations, such as paying suppliers, employees, and other expenses.
Money In and Money Out
In the construction industry, the timing of money coming in and going out can create significant cash flow challenges. Payments from clients may be delayed due to project milestones or interruptions, while expenses for materials, labor, and equipment are typically paid upfront. This imbalance can strain cash flow, making it difficult to cover operating costs, even if the business is profitable on paper.
It’s also important to consider all the different means of “money-in” and “money-out”. “Money-in” can include tax credits, borrowing funds, selling equipment, acquiring investors, and earning investment income, while “money-out” can include profit distributions, paying taxes, purchasing assets, and repaying loans.
Being intimately aware of all the moving parts of your financial landscape – the cost of goods and services sold, your overhead and operating costs, loan payments, taxes, etc. – will help to keep from falling into the illusion of profitability.
The Illusion of Profitability
The illusion of profitability occurs when a construction business appears to be doing well based on its income statements but fails to account for all financial factors. This can happen if a company overlooks expenses, underestimates project costs, or fails to manage receivables effectively. For example, a business may complete a high-revenue project but if the client struggles to pay on time, this can lead to cash flow problems. This illusion can mask underlying financial issues, putting the business at risk.
Tools to Boost Profits
- Understand Current Business Cash Standing
Regularly reviewing your business’s cash standing is essential. This involves monitoring cash flow statements, balance sheets, and profit and loss statements. By understanding your current cash position, you can make informed decisions about spending, investments, and managing debt. Regular financial reviews help identify potential cash flow issues before they become critical problems.
- Create a Cash Flow Projection
A cash flow projection is a forecast of your expected cash inflows and outflows over a specific period, typically 12 months. This helps you anticipate periods of cash shortages or surpluses, allowing you to plan accordingly. Include all expected payments from clients and all anticipated expenses, such as payroll, materials, and overhead costs. Be sure to account for seasonality issues and infrequent payments like liability insurance and worker’s comp. Regularly updating your cash flow projection ensures it remains accurate and useful for decision-making.
- Forecast Your Cash Flow Break-Even Point
The “cash flow break-even point” is a crucial financial benchmark indicating when a business’s long-term cash inflows match its long-term cash outflows. This point marks the transition from operating at a loss to generating profits.
The best way to forecast this is to create an adjusted break-even cash flow forecast to help you determine the minimum amount of cash needed to cover your operating expenses and avoid cash flow deficits. This forecast takes into account all fixed and variable costs, helping you set realistic financial goals. Do you expect an increase or drop in sales and production volume? What about receivables and payables, payroll expense changes, and inventory or supply management issues? By understanding your break-even point, you can better manage your pricing, project selection, and expense control to ensure sustainable profitability.
- Manage Your Cash Strategically
Effective cash management is critical to maintaining positive cash flow. Implement strategies such as invoicing promptly, offering early payment discounts to clients, and negotiating favorable payment terms with suppliers. Additionally, closely monitor accounts receivable and follow up on overdue payments. Controlling your cash flow ensures that you have the liquidity needed to meet your obligations and invest in growth opportunities.
by Jean Miller | Accounting News, Business Growth, Financial Statement Reporting, News
Business financial statements demonstrate the source of a company’s revenue, its assets and liabilities, how money was spent, and how the company manages cash flow. They also help managers, employees, investors, and lenders assess the company’s performance at the end of the fiscal year. Read on for the three core reports that fit together to make up a complete set of financial statements for your small business.
Income Statement: Demonstrates Business Profits and Costs
Typically, the first point of interest for an investor or analyst is your income statement (also known as the profit and loss statement). This report illustrates your business’s performance in revenue and expenses throughout each period. Your sales revenue should be displayed at the top, followed by the deduction of cost of goods sold (COGS) to find your gross profit. Note: COGS includes the cost of labor, materials, and overhead needed to manufacture a product. From there, additional line items of business expenses, including taxes, will affect your gross profit until you reach your net income at the bottom, i.e., your “bottom line”.
Balance Sheet: Demonstrates Financial Position of a Business
This report gives an account of the business’s financial health by displaying assets, liabilities, and owners’ equity at a particular point in time. It helps business stakeholders and analysts gauge the overall financial position of a company and its capacity to handle its operating needs. The balance sheet can also help determine how to meet financial commitments as well as the best methods for using credit to finance your operations.
In general, the balance sheet is divided into three categories: assets, liabilities, and equity.
- Assets: These are usually organized into liquid assets (cash or assets than can be easily converted into cash), non-liquid assets (land, buildings, and equipment), and intangible assets such as copyrights, patents, and franchise agreements.
- Liabilities: These are debts that the business owes. They’re typically categorized as current or long-term. Current liabilities are due within one year and include items like accounts payable, wages, pension plan contributions, medical plan payments, building and equipment rents, temporary loans, and lines of credit. Long-term liabilities are payment obligations that are due after a one-year period. These may include long-term debt such as interest and principal on bonds, pension fund liabilities, and deferred tax liabilities.
- Equity: This can also be known as owners’ equity or shareholders’ equity. It is the remaining value of the company after subtracting liabilities from assets. Equity can also incorporate private or public stock, or even an initial investment from the founders of your business.
Cash Flow Statement: Demonstrates Increases and Decreases in Cash
Unlike an income statement, which shows how much money you’ve spent and earned, a cash flow statement tells you precisely how much cash your business has on hand for a specific period of time. If you use accrual basis accounting where income and expenses are recorded when they are earned or incurred—not when money actually moves into or out of your bank—cash flow statements are a necessary component of financial analysis. They show your liquidity; they show your changes in assets, liabilities, and equity; and they assist in predicting future cash flows. Additionally, if you plan on applying for a loan or line of credit, you will need current cash flow statements to apply.
by Pete McAllister | Accounting News, Business Growth, News
A positive cash flow—when more cash is flowing into your business than out of your business—is a sign of financial wellness and efficient management. It is a vital piece of the puzzle to sustaining long-term growth. Read on for some strategies to help maintain a positive cash-flow.
Plan Ahead
Implement a cash flow projection. This is a basic spreadsheet that you can use as a general guide for forecasting cash flow. It will help to realistically estimate when money will be coming into the business, when it will be going out, and what you’ll have remaining once expenses are accounted for and income is recorded. The key word, however, is estimate. While it isn’t meant to be a precise projection, it should help you anticipate your cash flow for the coming months.
Knowing ahead of time if a cash shortfall is in the forecast will allow you to perhaps negotiate upcoming payment dates or even obtain a loan before that deficit is realized.
On the other hand, if a surplus is projected, take the opportunity to set funds aside for future deficit periods. A projected surplus might also be the right time to invest in the following:
- Employees: If retaining knowledgeable and valuable employees means offering raises or bonuses, the investment is worth it. The expense would likely be less than hiring new staff, not to mention the time investment of training new employees.
- Technology: Look for ways you can automate and simplify processes with technology. Depending on your business, this could mean establishing a remote-work infrastructure, focusing on higher-value business goals, or promoting efficiency through operational changes.
- New opportunities. You can’t predict when unexpected opportunities and prospects for growth will come along, so take advantage of these opportunities when you’re in the position to do so.
Invest in Accounting Skills
In order to stay current on the status of your cash flow, basic accounting skills are non-negotiable. If payables and receivables, inventory, debt, and cost-and-profit aren’t your forte, be willing to take a course in business accounting or find a way to implement hiring an accountant into your budget.
Keep Track of Cash Flow Daily
Sales and revenue may command your interest and attention, but daily cash monitoring will help you avoid unpleasant surprises. Use your cash flow projection to know your projected cash flow for the next 30 to 60 days. Daily check-ins will allow you to catch any downwards trends and take action. Follow up on overdue invoices, scale back on any non-essential purchases, and make any needed adjustments to get your cash flow moving in an upward trend.
Boost Receivables
A solid (and probably obvious) strategy to increase cash flow is to increase sales with established and new customers, but business growth takes time. In the short term, try these methods to incentivize clients to pay sooner:
- Generate and send out invoices as soon as possible
- Offer discounts for quick payment
- Follow up with customers who tend to stall payment
Continually Aim for a Healthy Cash Flow
Managing a positive cash flow prepares your business to adapt to changing market conditions, fluctuating economies, and periods of growth as well as stagnant seasons without needing to rely on loans and investors. Once your investments are consistently heading in the right direction, a positive cash flow should gain momentum and spur a rhythm of sustained company growth.
