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Every month various entities are tugging at your sleeve for a cash payout: employees, suppliers, landlords, and tax collectors to name a few. The fact is that if you don’t have enough cash at a crucial point in the chain of demands, you’re in deep water without a raft. Therefore, your company’s cash flow is most vital. It represents the every day reality of your business — the movement of money in and out of your company.

Cash flow is your company’s most valuable asset, because without it you’re out of business. The goal of good cash flow management ought to be obvious ... to have enough cash on hand when you need it. It’s a simple concept, yet in practice it really is not that simple.

The problem in analyzing your cash flow is that it involves tomorrow, which is uncertain. That’s why it is so important to learn how to leverage cash flow, deftly playing one element against another, harnessing other people’s capital, and saving cash by trading whenever possible.

The cash flow fundamental leverage rule, as practiced through the centuries, is this: Get your customers to pay you as soon as possible, preferably in advance. And at the same time attempt getting your vendors to let you take your time paying them. Vendors wishing to grow will often be patient just to get your business.

Let’s face it, asking to be paid in advance for sales and then paying vendors much later is not a piece-of-cake in today’s competitive marketplace. Therefore, it’s imperative to seriously focus on saving dollars and getting control of your company’s many costs (expenses and purchases), because that’s where the really big payoff is.

Of course sales dollars first must be used to meet obligations such as rent, insurance, utilities, salaries, and taxes. However, since dollars saved aren’t part of your income, they go right to your bottomline where they can do the most good for your business.

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