Quels sont les moyens les plus efficaces d’assurer la stabilité financière de votre entreprise à long terme ?

Here is some ways to help build sustainable business: - Prepare a carefully crafted budget - Build several scenarios for your budget: Develop a detailed budget that anticipates potential financial scenarios. - Prepare contingency plan: Set up your business contingency plans to address unforeseen challenges. - Manage your cash flow carefully: Understand the timing of your business income and expenses to ensure a healthy cash flow so it can provide the financial stability needed to weather uncertainties and seize opportunities. - Carefully allocate your resources: Evaluate your business priorities and allocate resources strategically that can contribute to long-term sustainability and growth.

Cash is king. Never lose site of that. Never ever lose site of your cash position. Also, know when you need to add to staff. Don't add until you have to.

1. Always create a budget 2. Work hard to keep your expenses low, harder to increase the revenue. 3. Always keep track of cash position in the short term and long term. 4. Learn to be flexible, if something's not working try something else, don't be rigid in your beliefs. 5. Try to increase income streams or decrease dependency one one service or product or client no matter how much it's earning you for the time being. 6. Most important: Never rush to hire/fire, you will hire who isn't needed or lose someone valuable.

In my experience creating a budget can be the most daunting part of finance, especially on the first go around. Break the budget down into as many small timeframes as possible for your first version, and build in early tests to see how each iteration progresses. With each successive version the budget will become easier. Remember to err on the side of caution and be adaptive. A conservative budget is typically more useful than an overly optimistic budget.

1. Cash is king - effective cashflow management is key 2. Hire the right people - People can make or break your business. This is often overlooked. 3. We all make mistakes, but don't make stupid decisions, be strategic and be aware of ripple effects. 4. Be cost conscious wherever possible, and instill this in your workforce. 5. Invest for sustainable and realistic growth - manage risk effectively.

It is also important to ensure that your capital expenditure is also maintained in a way that the right investments in areas of requirements are adequate and have a Return on investment analysis performed prior to every investment decision , be it financial, operational, regulatory and market led. This way the returns will be matched to the adequate investments made over time and will make your business viable and sustainable without the need for external financial arrangement whether debt or equity .

Cash flow monitoring in terms of your cash flow from operations will allow you to manage your financing n investing activities to grow your business. Important to generate funds flow with prompt collections and extended suppliers payments to ensure positive cash flows. Also positive cash flow will allow you to pay employees in time thereby investing in employees who will be committed to work n invest energy in the growth of the company.

Cash is King. Cash flow is what keeps the business moving. Monitoring cash flow ratios such as liquidity ratios, quick ratios is very vital to help see business cash needs both in the long and short term. A business has to have sufficient cash to pay its debts that fall due, pay staff salaries on time. Some credit terms encourage early settlement by giving discounts. Cash planning some sort of “asset verses liability matching “ is key in any business not just financial services only. This will help businesses take advantage of discounts, invest well and overall have a healthy cash flow cycle

Business is established for money with growth. For small trader Cash flow matter most You need to monitor cash flow in proper way in order to cover daily routine exp, invest in new opportunities. Cash flow will help to improve suppliers negotiation, reduce stock burden. Thanks

On cash flow, shorter cash conversion cycles and optimizing profits conversion rates into cash ensure steady cash flow which is a key ingredient for long-term sustainability of a business, also ensure capital expenditures are always within the budget as this can easily distort cash flow plans

Take insurance policies for key risks identified. A business interruption insurance policy can help to survive in a worst case scenario.

Insurance is very important! Another thing to consider is taking out a line of credit (preferably business credit). Only use it if you have to, but this is a good way to have access to capital in the event of an emergency and you don’t have to jump through any hoops if you’re desperate. I would especially consider taking a personal line of credit (on a home or something) for your personal finances. That way you don’t have to rely on the business profits to cover personal emergencies.

Small businesses, focused on survival and profitability, sometimes overlook unforeseen risks. A robust financial plan is a cornerstone for business resilience. Entrepreneurs should prioritize emergency savings in their budget, encompassing running expenses. Additionally, strategic business insurance policies, like Contingent Liability cover for business Debts and "KeyMan" policies for vital income generators, contribute to safeguarding against unexpected challenges. Proactive financial planning ensures not just survival but sustainable growth.

An emergancy line of credit is also a great way to prepare for the unexpected. Cash in the bank is not working for you as savings receive far less return than deployed capital. You do need to plan for emergencies just not sure saving is the right approach for businesses. Investers can save their own cash for the same return. They invest with a business for a higher return.

Consider both strategic and tactical planning when it comes to your taxes. Accountants are professionals focused on the tactical piece: "How can I help my client manage their taxes this year" Financial Advisor are focused on the strategic piece: "How can I help my client manage taxes for their lifetime?" It's important to consider both. If you only work with one of these professionals and see the value that they provide, consider meeting with the other.

I totally agree with this. Small businesses need to have proper books of accounts and taxes records. Many countries globally are seeking to increase tax base by bringing on board those in the informal sector. Tax authorities are using technological tools to help in revenue collection, a case in point is Kenya Revenue Authority’s e-tims. This will require small businesses to keep proper books to help the tax authorities assess their taxes well. Lack of accounting records can lead to business being taxed at revenues instead of profits level for not keeping since they can’t show records of expenses. Lastly, small businesses need to be separated from the owner, where the owner gets a personal salary not drawing down from the business funds.

Lots of good perspective here. I’ll add to it. Here are a few tax strategies you may consider: - Employer sponsored retirement plans can provide as little as $66,000 tax deduction and as much as a few hundred thousand dollars in tax deductions - and you get to keep the money and grow it! - I use a special type of energy investment that provides up to a 90% tax deduction for every dollar invested (federal and state) and long term cash flows could be between 6% and 12%. - Qualified Opportunity Zones allow you to defer taxes on the gains from the sale of any asset, they usually provide tax free income and when the investment liquidates the proceeds are tax free. - lots more strategies but an example of tactical is Employee Retention Tax Credit

I recommend hiring a professional accountant and a tax advisor. They are far less expensive in advance then they are when the Tax man comes to call and you don't have your books in order.

Totally agree with this. - Have a good tax plan in place to budget upcoming taxes - Ensure proper accounting records are available and file. - Monitor, prepare, file and pay taxes on time.

Growth for a small business needs to be profitable. It can't have the mantra of a venture-backed startup to "grow at all costs" and then cut operating expenses to finally show a profit. Small businesses can grow profitably by: - diversifying their customer base which raises their ceiling for revenue - increase share of pocket in their existing customer base which further protects them from churn - establish new sales verticals or distribution channels such as ecommerce or wholesaling - investing in technology to cut labor costs - partnering with external providers where the business is week at (marketing, accounting, etc.)

As an accounting manager, I've seen the importance of ROI in every investment, whether in HR, technology, marketing, or partnerships. For small businesses, each decision must be judicious, considering both short-term feasibility and long-term impact. Strategic investments, aligned with company goals, are key to balancing immediate operational needs with future growth, ensuring both stability and progress.

A means of growing revenue is through business diversification. Idle cash and bank balances can be invested in other lucrative ventures outside the industry a business operates in. For example, a business in the fashion industry can venture into acquisition of land or buildings for future sale. This is definitely a guaranteed way of growing revenue in the near future. However, in arriving at sum to be invested, proper cashflow planning should be done.

Cost control is a better concept than reducing costs. Cost control evaluates each expense for the value derived from it. Cost cutting just looks at the amount. Sometimes cost cutting will result in lost value, if proper evaluation of benefit isn't considered.

To lead the cash flow run it self from the same source of enrings and use to close the gaps of disbursements into same tunnel and this has to be against each and every transaction with high monitor to cash flow and budget planning for first three month as test to measure how deep of the river of your activity also has to be on comparable with same industry activity levels , i have experienced this before and most of the start ups are not so cautious about that clue until it was too late , the planning of budgeting and investing by example of your cash flow this is pass to safety

As an accounting manager, I've learned firsthand that a financial plan is not just a tool, but the lifeline of every business. Managing cash flows effectively is essential, particularly for small businesses where cash availability may be limited. Each month, careful budgeting is key to preparing for any financial shortfalls. By consistently comparing our budgeted figures with actual financial outcomes, we've been able to refine our financial strategies. This comparison is not only vital for cost reduction but also instrumental in planning future investments. Through this practice, I've seen the direct impact that diligent financial planning and budget monitoring can have on steering a business towards achieving its long-term objectives.

Yes financial planning is important, but what does it look like? To me, it means having a team of advisors - CPA, Bookkeeper, Business and Estate attorney, Financial Planner. As a Financial Planner (or wealth manager) I meet with clients quarterly to proactively discuss a variety of topics so we can anticipate and plan strategically as opposed to react to things as they come. I’m involved in my clients meetings with the CPA to add any perspective that may help the clients personal or business interests. I can’t tell you how many times I’ve had situations where the CPA had no idea of something the client told me and vise versa. Having a plan is important but it’s useless unless you’re actively updating, monitoring, and implementing.

In addition to personal assessment, involving key stakeholders, such as financial advisors or relevant team members, can provide diverse insights. This collaborative approach ensures a more comprehensive analysis and enhances the likelihood of identifying innovative solutions and opportunities for improvement in your financial strategy.

At the tail of the financial plan process is to monitor actual financial performance with the plan. Through this monitoring, inquire/investigate variances and take corrective action as necessary. If an organization doesn't have such a feedback mechanism, the whole purpose of planning will be defeated. The result of monitoring should feed-in back to the plan.

Plan financier 1- Plan financier avant financement. 2- Plan financier avec financement. 3- Plan financier après financement. 4- Tableau comparatif et conclusion.

Of course, in addition, we need strong inventory management techniques to minimize inventory holding costs, also, assessing the risks and threats by doing great risk management reporting, and that's by regularly assessing potential threats to your business, such as economic fluctuations and competition, or supply chain disruptions and of course Implement strategies to mitigate these risks.

Track and monitor financial ratios. Financial ratios provide an indication of financial health of an organization. Knowing the reasons behind the fluctuations of financial ratios is similarly important. Corrective measures can be taken proactively only if financial ratios are monitored and trends are identified. Unfortunately often ignored by non financial leaders.

Example of why having a team of advisors is helpful: Just a day ago I had a meeting with a client, their CPA and bookkeeper. I remained silent for the most part until the client started talking about a concern of attracting and retaining top talent at her firm. They were discussing creating a cash bonus system. I lended a different perspective: consider a deferred compensation plan where you can add a vesting schedule and/or pick and choose the employees you want to reward. The vesting schedule increases retention whereas a bonus doesn’t. If an employee is already considering leaving they’ll just leave after the bonus. They also have a 401k plan and we could add profit sharing. The CPA loved the idea.