Cashflow Playbook – Strategy | Systems

Cashflow Playbook - Forecast the Inflows and Outflows of Cash

Make Strategic Cashflow Decisions and Forecast Your Cashflow

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Part 1

This online calculator is in three parts. The first part allows you to understand your cash cycle based on basic financial information and determines your cash gap.

Part 2 allows you to play with the cashflow levers to create a strategy to improve your cash cycle, reduce working capital and optimise the cash gap. The output is an operational cashflow forecast.

Part 3 allows you to complete your cashflow forecast by incorporating your intended debt and investment strategies.

Complete the blue elements. Green elements will be automatically calculated.Start by entering seven pieces of information from your most recent annual accounts or rolling 12 month period management accounts.

We value your privacy. The information you provide is only used to illustrate your cashflow and to generate your report. None of the information will be shared with third parties or retained beyond production of your report.

Period Duration*

How many months does the current data cover?

Overheads*

Enter your overheads (fixed costs, not including depreciation) for the period

Accounts Receivable*

From your balance sheet, enter the trade debtors - how much customers owe you.

Inventory / WIP*

From your balance sheet, enter the value for stock/inventory.

Accounts Payable*

From your balance sheet, enter the trade creditors - how much you owe suppliers.

Gross Profit

Turnover*

Enter the total sales for the period

Cost of Goods / Services Sold*

Enter the direct costs of selling your goods/services

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Forecast Your Cashflow

Pull the Seven Cashflow Levers and Forecast Your Cashflow

Explore the most effective way to improve your cashflow and forecast the outcome. To receive your bespoke 5 page strategic cashflow improvement report and financial forecast, enter your name, company name and email address.

Email Address*

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Enter how much cash you have at the start of the forecast period. Then toggle the values in the left hand column to estimate operating cashflow for the forecast period.

First Name*

Company Name*

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Cashflow from FinanceUse this section to include cash obtained from financing or cash used to reduce financing (debt).

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Cashflow from InvestingUse this section to record cashflows associated with acquiring and disposing of assets

Total Fixed Assets at Start of Forecast Period

Calculated Depreciation

Depreciation

Leave as £0 if you would like an estimate of depreciation to be made using standardised rules. Alternatively, if you would like a more accurate balance sheet to be created from your data, please include depreciation calculated according to the accounting rules reported in your annual accounts.

Asset Value at End of Forecast Period

Investing Cashflow

Total Current Assets

Forecast total current assets

Total assets

Forecast total assets

Total Liabilities

Forecast Total Liabilities

Net Worth

Forecast Net Worth

Net Cashflow

Debt at end of Forecast Period

Initial interest

Corrected Initial Fixed Costs

Corrected Initial Overhead

Corrected Forecast Overhead

Pre-tax Profit

Forecast Pre-Tax Profit

Forecast Interest

Forecast Increase in Debt*

Include all debt you expect to take on in the period even if it is not to be held as cash

Forecast Debt paid off*

What debt do you expect to pay off during the forecast period (capital only - do not include interest payments)

Change in Debt

Forecast Sales

Forecast Gross Profit

Forecast Operating Profit

Cash In

Cash Out

Cashflow from Operations

Debtors (Accounts Receivable)

Change in Accounts Receivable

Inventory / Stock / WIP

Change in Inventory

Creditors (Accounts Payable)

Change in Accounts Payable

Cash at End of Forecast Period

Cost of Goods Sold

Fixed Costs

Gross Profit Margin

Debtor Days

Average time it takes your customers to pay

Net Profit Margin

Inventory Days

Average number of days stock you hold

Working Capital

Working capital required per £100 turnover

Creditor Days

Average number of days it takes you to pay your suppliers

CASH GAPThe difference between when you pay your suppliers for goods and when you get paid by your customers. The larger the gap, the worse your cashflow is and the harder it will be to manage cashflow as you grow.

Cash Gap

Increase Sales Volume (%)

How much do you expect to increase sales by in the next period?

Cashflow Impact

Forecast Period*

What duration, in months, do you want to forecast your cashflow over? Min = 1 month; Max = 12 months

Total Current Assets

Forecast total current assets

Cash at start of forecast period*

How much cash do you have at the start of the forecast period?

Reduce Cost of Goods/Services Sold (%)

Do you expect to reduce the cost of goods sold during the forecast period?

Cashflow Impact

Reduce Overheads (%)

Cashflow Impact

Increase Prices (%)

Cashflow Impact

Reduce Accounts Receivable (days)

Reduce Inventory (days)

Increase Accounts Payables (days)

Receive your Strategic Cashflow Improvement Report and Financial ForecastClick submit to receive your fully customised report by email based on the information you provided.All your information will be deleted on request.

Asset Acquisitions*

Add the purchase price of plant and machinery you expect to acquire during the forecast period

Land / Property Acquisitions*

Add the purchase price of any land or property you expect to acquire during the forecast period

Asset Disposals*

Add the price obtained for all assets you expect to dispose of during the forecast period

Plant & Machinery at Start of Forecast Period*

Include the value of all fixed assets at the start of the forecast period

Land & Property at Start of Forecast Period*

Debt at start of forecast period*

Interest Rate (%)

Include the flat rate of interest prevailing on the debt held by the business. If you don't know, leave it at 5%

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