Post COVID-19 finance planning

Despite government measures to support businesses, the impact of COVID-19 is intensifying with the potential for a significant economic downtown of uncertain magnitude and duration.

Immediate focus now for most businesses will be on securing finance and grants and managing cashflow overall to keep the business going. In our article and insights section, you can find out more information on government support measures, including the newly announced bounce back loans for SMEs.

But what happens after lockdown and what should you be thinking about now?

Liquidity

Many companies will be constantly evaluating short-term liquidity at this time. During the recovery period, maintain the discipline of short-term cash flow monitoring, particularly around receivables, debt, inventory build-up and operating costs reductions.

Continue to accelerate cash conversion. Take proactive steps to lighten the working capital and continue to stress-test financial plans for multiple scenarios. Even in the recovery stage, no decisions should be made without due consideration to cash management.

Maintain work with suppliers to renegotiate new terms and conditions and proactively manage communication with creditors.

Don’t forget to also look externally for vulnerabilities that could affect your liquidity. Monitor the ongoing pressures that may be impacting your customers, shareholders and suppliers.

Income Stream Analysis

Try to distinguish revenue between temporarily delayed, accelerated, or disrupted consumption, and new, and more permanent patterns of consumption.

Many companies have had no choice but to adapt quickly to protect income streams and open up new opportunities.

Analyse both the turnover and profitability of your current and new alternative income streams which may well be from a mix of new markets and customers. Lessons learned from this period will help shape further income opportunities.

Investment

COVID-19 is not a reason to postpone innovation and investment. The most optimum time to grow differentially is when aggregate growth is low.

Making the decision to develop and invest in a new product line, category or service should not be taken lightly, although there are many companies who have been successful in opening up new income streams during COVID-19.

Successful companies in downturns do reduce expenditure to maintain viability, but they also capture opportunity and innovate and reinvest in growth avenues and opportunities.

Post COVID-19 planning

To read more insights and our full guide on preparing for post COVID-19, click here.

 

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