Managing cash flow effectively is not just a financial task—it’s a vital strategy that breathes life into every business, influencing everything from day-to-day operations to long-term planning and growth. At its core, cash flow management involves monitoring, analysis, and optimisation of the cash entering and exiting your business. This dynamic process ensures that a company can meet its financial obligations, avoid excessive debt, and secure a prosperous future.

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It may be the last stage of the strategic process, but it’s the most important. You’ve spent significant time and effort developing market intelligence and building a plan, but a poorly written plan that’s well executed is still more successful than a good plan that is poorly executed. In the third of our 3 part series on planning we cover the execution stage.

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Business and vacations are alike in one way: once you’ve established where you’re going, a plan and a map to get there are very helpful. While even the best-laid plans require adjustments you are better off forging ahead with one than without one. In the second of our 3 part series on planning, we cover creating the map for your strategy.

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When it’s time for that much needed vacation, most of us don’t just jump in our car or head to the airport, without an idea of where we are going. The same holds true in business. For most of us moving our company into the future requires a strategic plan. In the first of our 3 part series on planning we cover how to kick off your strategic planning process.

So, where do you start?

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Turning around, launching or restarting a business takes time and careful planning. It’s a venture fraught with challenges, often leaving leaders facing these characteristic challenges:

• I need to set some financial targets and work hard to reach them.
• My financial statements are inaccurate; what can we do to achieve greater transparency?
• Our business plan is developed, but it needs fine-tuning.
• The books are always closed late; how can we improve efficiency?
• Our current systems aren’t meeting our needs; what are our options?
• We thought we had enough working capital but are short on cash to meet daily expenses.
• The CFO is lacking the skills and training required for our new vision.

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