Dying business: dy/dx ( cash in  bank ) <= 0
Growing business: dy/dx ( cash in  bank ) > 0

What does it mean for a business to be alive?

A live business does two things:

1. Has a functioning operational process.

The purpose of operations in a business is to:

Run a customer’s money through a process which:

a) returns something of value to the customer and
b) puts as much of the customer’s money as possible into the bank (the greater the operational efficiency, the greater the % of the customer’s money will end up in the bank).

If operations is not functioning, then the end results a) and b) are not achieved.  If a) is not received, the customer will demand their money bank, leading to no cash being put in the bank.  If b) is not achieved, this will also lead to no cash being put in the bank.

 2. Continually feed operations.

If sales and marketing do not provide operations with the customer’s money to turn into value and banked cash, operations will have nothing to process, and so the aforementioned a) and b) will not occur, and consequently, no cash will be placed in the bank.

What happens when there is no cash in the bank?
When there is no cash in the bank, a business will begin dying.  Death is typically not instantaneous, but a gradual process.  It may be so gradual, it can be like cancer and unbeknown to the business owner until too late.  The following steps will occur:

1.  If no cash is in the bank, then expenses (salaries, rent, etc) must be paid for on credit.

2. However, if no cash is in the bank, the creditors will not be paid back, resulting to a freeze on the credit.  A freeze in credit leads to expenses not being paid = employees not being paid (and quitting), utilities not being paid (and shutting down), and landlord not being paid (and being evicted).

A business with no employees, utilities, or place to do business has no functioning operational process, and by definition of a “live business”, is not alive.

How do I put cash in the bank?

The question may seem simple and the answer may seem obvious, but it is worthwhile to outline.  Cash enters the bank by one of three methods:

1. The Operational Process
The operational process takes the customer’s money, and puts a portion of it in the bank after returning the customer something of value (which requires a portion of the customer’s money).

Customer’s Cash => Business => Value to Customer + $x profit

2. The Investment Process
Investor’s cash is placed in the bank in exchange for a portion of the company’s equity. Eg seed capital, venture capital, acquisition capital.  This can take a considerable period of time as courting, due diligence, and legal paperwork is involed but allows room for a longer repayment-period, and no guarantee of repayment.

3. The Credit Process
Creditor’s cash is placed in the bank in exchange for an agreement to pay back the loan.  Eg bank loan, credit card loan, credit lines.  This will take far less time than the investment process and is typically easier to obtain, but the repayment timespan is much shorter, and requires a guarantee of repayment.

The purpose of #2 and #3 is to drive #1. Without #1, the business has no long-term method of putting cash in the bank.  #2 and #3 is typically used to build #1 to the point that it can provide a positive return on the initial cash input of #2 and #3.

Investment Cash + Credit Cash => Business => Investment Cash + Credit Cash + $x profit from Operational Process

If cash is not being put into the bank by one of the three methods, then the business will begin dying. The rate of death is a factor of cash in the bank and expenses per month.

cash in bank + credit limit___  =  months business life
expenses per month

As such, one of the most common dangers a small business will face is due to lack of sufficient funds in the bank when:

a) an internal business error is made, or

b) external circumstances impact the business.

All internal business gambles should therefore take into account maximum loss potential, and this maximum loss potential should not exceed cash in bank, taking into account current cash flow.

If however, an unforeseen circumstance occurs resulting in some operational or marketing decline, then one should plan ahead to have sufficient cash in the bank to weather the storm.  In the case of a downturn in the economy or recession, credit lines will tighten up and revenues may suffer.  If revenues suffer and cash in the bank is not growing, then the business will start to die.  As such, the businesses with enough cash in the bank to survive until eceonomy picks back up, will survive.  The businesses that lack sufficient cash in the bank to keep the business alive until things turnaround will die.

How much cash should I have in the bank?

This will depend on how severe the operational/marketing decline or external circumstance is.   This may be like forecasting how long a downturn in the economy will last.  There is also the challenge of keeping funds in the bank unused, when they could be utilized to further grow the company and put more cash in the bank.

A good starting point may be to hold at least one business cycle/season’s expenses in the bank.  This way, the business owner should be able to identify and remedy problematic trends before it is too late.

Whether you operate a small business, large corporation or non-profit organization, you are not excluded from this age long concept – synergy. The word ‘synergy’ stemmed from a Greek word ‘synergos’ which means ‘working together.’ Synergy is created when two or more units interact effectively and efficently to create an added value beyond the sum of the individual values. Let’s look at how you can create synergy in your organization.

We will first look at what synergy is and then discuss the common traits of the synergistic executive who work as the catalyst. Here are the four fundamentals to prepare before we can successfully create synergistic organization:

1. Know-how: Understanding the benefits of synergy, management techniques and total quality service (TQS) techniques.
2. Talent: Brain management, creativity promotion and education and training.
3. Skills: – Management leadership, effective communication and decision-making.
4. Behavior: – mental constitution, confidence and professionalism

Know-how and talent will create ability, and proper skills and behavior will create vitality in the work force. The combination of ability and vitality is imperative to creating synergistic performance. We will discuss in detail on each of these fundamentals in later posts.

Once the aforementioned fundamentals have been repared, we need to look at how to create synergy with these four ingredients.

1. Complement: synergy is not created in fragments or parts, but created through interactions and optimized harmony.
2. Relentless Improvements: to sustain optimal performance level, an organization must continuously make forward progress along with the dynamic market.
3. Informed vision and decision: digital era requires us to adapt rapidly and predict progressively to lead the changes.
4. Positive mind-set and attitude: optimistic outlook changes the behavior, increases confidence and fuels vitality.

To create synergy one must become a synergistic leader to initiate the movements. Here are the common characteristic of the synergistic leaders.

1. Strong initiative and driving force: firm belief and the plans and opportunities manifests in strong driving power.
2. Strong Sense of responsibility: Strong sense of leadership and responsibility of one’s own actions and that of his organization.
3. Calculated risk-taker: proper risk management through understanding the market and own own abilities.
4. Welcoming criticisms and feedback: welcoming attitude to all criticism and feedback to assess strengths and weaknesses for future improvements.
5. Full commitment: once decided, synergistic leaders commit fully to the decision without hesitation.

We have covered the basics of the synergistic performace. We will delve into the details of each in later posts.