DLA Piper lawyers explain how banks can provide credit support for the distribution of goods by a large number of small and medium-sized firms.
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There is an emerging wisdom today that considers improving cash flow to be a key driver of shareholder value optimisation. It may not be as fashionable, or even as sexy, as a relentless focus on earnings per share but overlooking, or at least failing to prioritise, cash flow optimisation is short-changing shareholders.
Shrewd financial directors today recognise that it�s now imperative to understand future cash flows and requirements better than ever before because borrowing from the bank or sourcing investment is not as easy as it used to be.
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When pursuing order-to-cash improvements, many companies try to speed receivables. Instead, they should focus on setting long-term goals and improving customer relationships. Scott Pezza, research analyst, the Aberdeen Group, offers the following tips for improving order-to-cash effectiveness.
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Many businesses applying for loans are looking to finance receivables and other working capital, according to a new survey of bankers by Sageworks, a financial information company…
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Upon his arrival in 2006, Paul Polman, Nestlé’s Chief Financial Officer, had embarked on a strategy of “finance enabled transformation”. His analysis had revealed that Nestlé’s working capital performance was below par vis-à-vis its competitors and that this had contributed to lower price/earnings (P/E) ratio, EBITDA margin, and Return on Capital Employed. He therefore set new targets of sustainable growth, continued improvement of EBIT margin, and responsible capital management.
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For many small businesses, credit is hard to get and slow in coming. With fewer companies getting bank loans, alternative lenders are positioning themselves to fill the gap by offering faster financing to companies with weaker credit profiles than banks would typically consider. While alternative financing is easier to get, it’s also more expensive…
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Proctor & Gamble (PG) said it plans to increase the amount of time it takes to pay suppliers, potentially freeing up cash for the consumer products maker.
The move could free up as much as $2 billion in cash if P&G extends its billing cycle by 30 days, The Wall Street Journal reported earlier.
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