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Warning Text’?’ џ Warning Text џџџ%ŽXސTableStyleMedium9PivotStyleLight16’т8џџџџџџџџџџџџ€€€€€€€€€РРР€€€€€џ€ `џџР рр`€џ€€€РРРџ€џџџџџџ€€€€€џЬџiџџЬџЬџџ™ІЪ№ЬœЬЬ™џууу3fџ3ЬЬ3™3™™3™f3™ffff™–––33Ь3ff333f3™3f33™BBB\џџџ`…5s Guidelines…š Explanation…•ŽCashflow Projection…ЙЪActualššЃЃŒ,Ў  ;0  ;0  ;/$ Projection;0$ Projection;0ССПSќ є•Month 1Month 2Month 3Month 4Month 5Month 6Month 7Month 8Month 9Month 10Month 11Month 12CHECKINGGENERAL GUIDELINESANALYSIS(g) Advertising(j) Rent (k) Telephone (l) Utilities (m) Insurance (o) Interest2. CASH RECEIPTS5. CASH PAID OUT,3. TOTAL CASH RECEIPTS [2a + 2b + 2c=3] (r) SubtotalF. DepreciationTOTALMChecking: See cell A55 for checks that spreadsheet is calculating correctly.#CHECKING (calculation verification)Explanation of Data to Enter 2. INCOME 5. OUTGOINGS (n) Taxes F All cash sales. Omit credit sales unless cash is actually received. 1 Amount to be expected from all credit accounts.  Self-explanatory ? Include paid vacations, paid sick leave, health insurance etc ^ Include periodic large expenditures such as painting, decorating, repair of broken equipment f This amount should be adequate to maintain sales volume  include telephone book & yellow page costs R Outside services, including, for example, bookkeeping and tax return preparation A Unexpected expenditures may be included here as a safety factor : When equipment is rented or leased, record payments here G Small expenditures for which separate accounts would not be practical 6 This subtotal indicates cash out for operating costs Y Include payment on all loans, including vehicle and equipment purchases on time payment B Bad debts should be subtracted from (B) in the month anticipated V Previous month's payable plus current month's payable minus amount paid during month E(A) Suggest whole pounds sterling be used rather than showing pence.ЗIn order to ensure that the figures are properly calculated and balanced, they must be checked. Several methods may be used, but the following four checks are suggested as a minimum:p Last month's stock plus merchandise received and/or manufactured current month minus amount sold current month 16. TOTAL CASH PAID OUT [Total from 5a to 5w](d) Outside services(a) Purchases (merchandise)&(b) Gross wages (excludes withdrawals)m This could include outside labour and/or materials for specialised overflow work, including subcontracting #(e) Supplies (office and operating)(f) Repairs and maintenance(h) Travel expensesN If a personal vehicle is used, add the costs in this column  include parking(i) Accounting and legal(s) Loan principal payment(u) Other start-up costs(w) Owner's withdrawal(a) Cash sales$(b) Collections from credit accounts (c) Loan or other cash injection16. TOTAL CASH PAID OUT [Total from 5a to 5w]Enter company name hereEnter date here16. TOTAL CASH PAID OUT [Total from 5a to 5w]*(h) Travel expenses (including deliveries)}Note: See Guidelines and Explanation contained in this file, for instructions on the completion of this cashflow projection.Monthly cashflow projection  Pre-startup,1. CASH ON THE PREMISES (Beginning of month)64. TOTAL CASH AVAILABLE (Before cash out) [1 + 3] (c) Payroll Expenses (taxes etc)(n) Taxes (real estate etc)!(p) Other expenses (specify each)(q) Miscellaneous (unspecified)(t) Capital purchases (specify)#(v) Reserve and/or escrow (specify)17. CASH POSITION (End of month) [4 minus 6]3ESSENTIAL OPERATING DATA (Non-cashflow information)!A. Sales volume (pounds sterling)%B. Accounts receivable (end of month)C. Bad debt (end of month)#D. Inventory on hand (end of month)"E. Accounts payable (end of month)&(See Guidelines worksheet for details)CHECK 1CHECK 2CHECK 3CHECK 4 (c) Payroll expenses (taxes etc)3ESSENTIAL OPERATING DATA (Non-cashflow information)D. Stock on hand (end of month)&(See guidelines worksheet for details)Monthly Cashflow Projection,1. CASH ON THE PREMISES (Beginning of month)@ Cash on the premises same as (7), cash position previous month t Indicate here all cash injections not shown in 2(a) or 2(b) above. See A of Analysis on the guidelines worksheet. I Merchandise for resale or for use in product (paid for in current month)! Basic pay plus overtime (if any): Items purchased for use in the business (not for resale) ! Water, heat, light and/or power Џ Coverages on business property and products, eg fire, liability, workers' compensation, insurance against theft etc Exclude owner's life insurance premiums (include in "5w")C Property taxes, corporation tax, excise duty if applicable and VAT, Property only (see 5(p) for other rentals) E Remember to add interest on loan as it is injected (see 2(c) above) U Equipment expenses during the month should be included here (non-capital equipment) t Non-expensed (depreciable) expenditures such as equipment, building, vehicle purchases, and leasehold improvements X Expenses incurred prior to first month projection and paid after the start-up position TEG insurance, tax, or equipment escrow to reduce impact of large periodic payments } Should include payment for such things as owner's income tax, social security, health insurance, life insurance premiums etco Enter this amount in (1) Cash on the premises following month  See A of analysis on the guidelines worksheet 3ESSENTIAL OPERATING DATA (Non-cashflow information)Ж This is basic information necessary for proper planning and for proper cashflow projection. In conjunction with this data, the cashflow can be evolved and shown in the above form. в This is a very important figure and should be estimated carefully, taking into account size of facility and employee output as well as realistic anticipated sales (Actual sales performed  not orders received)x Previous unpaid credit sales plus current month's credit sales, less amounts received current month (deduct (C) below) C. Bad debt (end of month)… Established by your accountant, or value of all your equipment divided by useful life (in months) as allowed by HM Revenue & CustomsdDefinition: A cashflow projection is a forecast of cash funds a business anticipates receiving and paying out throughout the course of a given time span, and the anticipated cash position at specific times during the period being projected. For the purpose of this projection, cash funds are defined as cash, cheques or money orders paid out or received. ?NDObjective: The purpose of preparing a cash flow projection is to determine shortages or excesses of the cash necessary to operate the business. If cash shortages are revealed in the project, financial plans must be altered to provide more cash until a proper cashflow balance is obtained. For example, more owner cash, loans, increased selling prices of products or less credit sales to customers will provide more cash to the business. Ways to reduce the amount of cash paid out include having less inventory, reducing purchases of equipment or other fixed assets, or eliminating some operating expenses. If excesses of cash are revealed, it might indicate excessive borrowing or idle money that could be used more effectively. The objective is to finally develop a plan which, if followed, will provide a well-managed flow of cash. ОThe spreadsheet: The cashflow projection worksheet in this file provides a systematic method of recording estimates of cash receipts and expenditure, which can be compared with actual receipts and expenditure as they become known. The entries listed in the spreadsheet will not necessarily apply to every business, and some entries which would be pertinent to specific businesses may not be included. It is sugg< ested, therefore, that you adapt the spreadsheet to your business, with appropriate changes in the entries as required. Before the cashflow projection can be completed and a pricing structure established, it is necessary to know or estimate various elements of the business, for example: ; What are the direct costs of your product or services per unit? What are the monthly or yearly costs of your operation? What is the sales price per unit of your product or service? What sources of cash are available to you, other than income from sales? Such sources may include loans, equity capital and rent.œProcedure: Most of the entries for the cashflow spreadsheet are self-explanatory. However, the following suggestions are offered to simplify the procedure: й(B) If this is a new business, or an existing business undergoing significant changes or alterations, the cashflow part of the column marked "pre-start-up" should be completed. (Fill in appropriate blanks only.) Costs involved here are, for example, rent, telephone and utilities deposits before the business is actually open. Other items might be equipment purchases, alterations, the owner's cash injection and cash from loans received before actual operations begin.y(C) Next fill in the pre-start-up position of the essential operating data (non-cashflow information), where applicable.}(D) Complete the spreadsheet using the suggestions for each entry provided in the partial spreadsheet on the next worksheet. CHECK 1: Item 1 [beginning cash on the premises  1st month] plus item 3 [Total cash receipts  total column] minus item 6 [total cash paid out  total column] should be equal to item 7 [cash position at end of 12th month]. In other words, item 1 + item 3 - item 6 = item 7.Џ CHECK 2: Item A [sales volume  total column] plus item B [accounts receivable  pre-start-up position] minus item 2(a) [cash sales  total column] minus item 2(b) [accounts receivable collection  total column] minus item C [bad debt  total column] should be equal to item B [accounts receivable at end of 12th month]. In other words, item A + item B (pre-start-up) - item 2(a) - item 2(b) - item 2(c) = item B (at 12th month).ДCHECK 3: The horizontal total of item 6 [total cash paid out] is equal to the vertical total of all items under item 5 [5(a) to 5(w)] in the total column at the right of the form.ДCHECK 4: The horizontal total of item 3 [total cash receipts] is equal to the vertical total of all items under item 2 [2(a) to 2(c)] in the total column at the right of the form.ANALYSE the relationship between the cashflow and the projected profit during the period in question. The estimated profit is the difference between the estimated change in assets and the estimated change in liabilities before such things as owner withdrawal, appreciation of assets, change in investments etc. The change may be positive or negative. This can be obtained as follows:ˆThe change in assets before owner withdrawal, appreciation of assets, change in investments etc can be computed by adding the following:!x(1) Item 7 [cash position  end of last month] minus item 1 [cash on the premises at the beginning of the first month].^(2) Item 5 (t) [capital purchases  total column] minus item F [depreciation  total column].q(3) Item B [accounts receivable  end of 12th month] minus item B [accounts receivable  pre-start-up position].x(4) Item D [inventory on the premises  end of month] minus item D [inventory on the premises  pre-start-up position].q(5) Item 5 (w) [owner's withdrawal  total column] or dividends, minus such things as an increase in investment.7(6) Item 5 (v) [reserve and/or escrow  total column].mThe change in liabilities (before items noted in "change in assets") can be computed by adding the following:Y(1) Item 2(c) [loans  total column] minus 5(s) [loan principal payment  total column].f(2) Item E [accounts payable  end of 12th month] minus E [Accounts payable  pre-start-up position].?A. The cash position at the end of each month should be adequate to meet the cash requirements for the following month. If there is too little cash, then additional cash will have to be injected or cash paid out must be reduced. If there is too much cash on the premises, this money is not working for your business.шB. The cashflow projection, the profit and loss projection, the breakeven analysis and good cost control information are tools which, if used properly, will be useful in making decisions that can increase profits to ensure success.оC. The projection becomes more useful when the estimated information can be compared with actual information as it develops. It is important to follow through and complete the actual columns as the information becomes available. Utilise the cashflow projection to assist in setting new goals and planning operations for more profit. 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џџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџ(SLџџџџSџџџџS”џџџџ<џџџџџџN0{00020820-0000-0000-C000-000000000046}џџџџ8€ўџџџџџџџ(џџџџџџџџџџ%џџџџHџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџпўЪџџџџџџџџxџџџџЈАAttribute VB_Name = "She@et3" шBast0{000Р20820- C$0046} |Global!ФSpac’False dCreatablPre declaIdЋTru BExposeTemplateDeriv$’Bustom izD2№ФдџџџџЫ“?з‡џџ#ˆЖџџџџџџџџџџџџџџџџџџџџџџџџxџџMEџџџџџџџџџџпџџ џџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџ(Sheet4џџџџџџџџџџџџ:бModule1 џџџџJш__SRP_0џџџџџџџџџџџџbъ__SRP_1 џџџџvVSLџџџџSџџџџS”џџџџ<џџџџџџN0{00020820-0000-0000-C000-000000000046}џџџџ8€ўџџџџџџџ(џџџџџџџџџџ%џџџџHџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџпўЪџџџџџџџџxџџџџЈАAttribute VB_Name = "She@et4" шBast0{000Р20820- C$0046} 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