A Quote by John Mackey
I think for any small business that's bootstrapped, the overwhelming challenge initially is getting to positive cash flow.
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When I ran a small IT services business in the 1990s, it had strong recurring revenues - yet I couldn't accurately forecast cash flow for even the next few quarters. Small changes in the customer base or losing/hiring a few key employees could create massive swings in cash flow.
The essence of a good investment manager is one who studies a given business and extrapolates the future cash flows that the business is likely to generate over the next several years. Based on the cash flow and asset assessment, they can then arrive at their expected rate of return if they bought a fraction of that business at a given price.
You can't look at the intrinsic value of gold as you can a business. Gold doesn't give you cash flow, and, at the end of the day, cash flow is what is important. Gold doesn't give you dividends.
Cash flow is a problem for a small and developing company, and the lack of it is the reason why many small businesses fail. Ensure that you have enough money in your bank account to make you able to carry out daily basic needs for your business.
Cash is the lifeblood of your business. There are very few things in business that will kill you, but running our of cash is one of those things. You can recover from almost any other mistake, but if you run out of cash you're dead.
Gold is a commodity; over the long run, as we look back, it has not been a good investment. You can't look at the intrinsic value of gold as you can a business. Gold doesn't give you cash flow, and, at the end of the day, cash flow is what is important. Gold doesn't give you dividends.
Like all small-business owners, I know what it's like to take a risk on an idea, manage cash flow, navigate regulations and tax laws, and create jobs.
The first thing you need in order to make a business viable is to preserve a cash flow. I made sure I didn't have any financial backing or support.
The number one thing small business needs is to get more customers. Spend more time serving existing customers and getting new ones. The challenge for small business is knowing where customers are and reaching them effectively.
If you look at academic studies, you can see that stock prices are most closely correlated with cash flow. It's such a straightforward number. Cash flow is what will drive shareholder returns.
Too often we measure everything and understand nothing. The three most important things you need to measure in a business are customer satisfaction, employee satisfaction, and cash flow. If you’re growing customer satisfaction, your global market share is sure to grow, too. Employee satisfaction gets you productivity, quality, pride, and creativity. And cash flow is the pulse—the key vital sign of a company.
The average small-business owner uses 18 apps to run their business every day, and if those applications don't allow data to flow seamlessly and they don't integrate, it's going to become a point of friction. It's going to prevent the small business from being successful.
Our attitude toward cash generation and asset management came out of our own thought process. After we acquired a number of businesses we reflected on aspects of business. Our own conclusion was that the key was cash flow.
There needs to be a bigger focus on creative innovation versus business models and cash flow.
Never take your eyes off the cash flow because it's the life blood of business.
More than 60 percent of small businesses face payment delays. That can cause a serious cash flow crisis. So, as president, I will explore new ways to arm small businesses with the tools to fight back and level the playing field.
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