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Cash Flow Forecasting for People Who Hate Forecasting
Business Tips

Cash Flow Forecasting for People Who Hate Forecasting

A profitable business can still run out of money. A simple thirteen-week view, no accounting software required, is usually enough to see trouble coming.

Profit and cash are not the same thing, and the gap between them is where small businesses get into trouble. You can have a record month on paper and still be unable to pay salaries, because the money is sitting in your customers' accounts rather than yours.

Why thirteen weeks

A quarter is long enough to see a real problem forming and short enough that your estimates are still meaningful. Beyond about three months, a small business forecast is mostly guesswork.

What goes in it

Four rows per week is enough:

  • Opening balance: what you actually have.
  • Money expected in: invoices due that week, based on when customers actually pay rather than when terms say they should.
  • Money going out: salaries, rent, EMIs, supplier payments, taxes.
  • Closing balance: which becomes next week's opening.

That is the whole model. A spreadsheet handles it fine.

Be honest about collection timing

This is the part that decides whether the forecast is useful or comforting. If your terms say thirty days but customers reliably pay in fifty, forecast fifty. A forecast built on stated terms rather than actual behaviour will tell you everything is fine right up until it is not.

Look at your last three months of actual receipts to find the real number.

What to look for

You are looking for one thing: any week where the closing balance goes negative or uncomfortably thin. Finding that six weeks out gives you options, accelerate collections, delay a purchase, arrange facilities calmly. Finding it on the day gives you none.

Watch for the seasonal trap

Most Indian businesses have a rhythm, festival demand, year-end buying, monsoon slowdowns. The dangerous pattern is a strong month immediately followed by a weak one, because expenses were scaled up during the good month and the receipts from it arrive after the slow one has already started.

Update it weekly, briefly

Fifteen minutes every Monday. Replace estimates with what actually happened, extend one more week at the far end. Kept current it becomes genuinely useful. Built once and abandoned, it is just a file.

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