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Tag: Cash Flow

  • Middle-market firms, including on LI, see growth amid challenges | Long Island Business News

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    The Blueprint:
    • ‘s survey included 500 financial decision-makers from U.S. middle-market firms, including on .
    • 92% rated their as good or very good in 2025, up from 79% the previous year.
    • Concerns about inflation, and geopolitical tensions increased among middle-market firms.
    • Only 22% of firms use their banker as a trusted advisor for major financial decisions.

    Middle-market commercial and industrial businesses saw strong financial performance in 2025, but now face rising cost pressures and global uncertainty.

    That’s according to Valley Bank’s second annual middle-market commercial and industrial survey, “Entering with Momentum.”

    Looking ahead, businesses remain optimistic but are adjusting to shifting dynamics, including cash‑flow timing, rising costs and an increasingly uncertain global landscape.

    help drive the U.S. economy and the positive results in this survey indicate that many are entering 2026 in strong and stable positions,” Gino Martocci, president of Commercial Banking of Valley Bank, said in a news release about the survey.

    “To maintain this momentum, leaders should focus on the basics, be selective in what they prioritize and those who focus on a few core areas and remain vigilant and adaptable, will achieve greater success in an evolving landscape,” Martocci said.

    Conducted in December, the survey included 500 financial decision-makers at U.S. middle-market companies across Valley Bank’s footprint, including Long Island. Eligible participants were responsible for or played a leading role in financial decisions at firms with annual revenues between $5 million and $249 million.

    Compared to 2025, respondents reported significant gains. Ninety-two percent rated their cash flow as good or very good, up from 79 percent the previous year. Productivity rose from 85 percent to 95 percent, as more companies reported operating more efficiently across their core functions. also climbed, increasing from 79 percent to 89 percent, reflecting improved financial results across the middle-market segment.

    Still, concerns about difficulty managing inflation and interest rates rose to 57 percent, up from 45 percent, while 52 percent say they were concerned about geopolitical tensions and trade policies, up from 41 percent a year ago.

    Survey respondents identified priorities that will drive their key initiatives for 2026. These include financial and operational efficiency, alongside efforts to enhance customer retention and loyalty. Strengthening pricing strategy and cost efficiency was also highlighted. Additionally, organizations plan to invest in AI and machine learning adoption. Data analytics and business intelligence were recognized as critical tools.

    Yet there may be shortcomings in carrying out these initiatives, according to the survey. Only 40 percent of respondents report effective cash-flow management, and 39 percent express confidence in their budgeting and forecasting processes. Just 37 percent feel they are effective in controlling costs, while 36 percent report strong profit-margin management. Meanwhile, 35 percent indicate they are successfully integrating financial technology, and 30 percent believe they are optimizing working capital.

    In addition, 30 percent say hiring remains difficult, and 17 percent report challenges in retaining top employees.

    The survey also showed that only 22 percent say they use their banker as a trusted advisor for major financial decisions.

    It also found that 39 percent implement mitigation services, even though 68 percent recognize the need for stronger . Additionally, just 57 percent rank data security among their top priorities.

    “Fraud protection is not optional, it is foundational,” Martocci said. “Simple safeguards, real-time alerts, and clearly defined response protocols can dramatically reduce financial loss and business disruption.”


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    Adina Genn

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  • 3 High-Yield Dividend Stocks Wall Street Still Trusts

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    In a market where growth stocks often steal the spotlight, reliable income still matters, especially during periods of uncertainty. High-yield dividend stocks with solid business models and steady cash flows continue to earn Wall Street’s confidence, offering investors a blend of income and stability.

    Here are three high-yield dividend stocks Wall Street still trusts to deliver dependable income, even when markets turn volatile.

    Valued at $170.7 billion, Verizon Communications (VZ) is one of the largest telecommunications companies in the United States, providing wireless, broadband, and enterprise connectivity services. The company’s core strength lies in its wireless business, which generates consistent, recurring revenue from millions of subscribers. This stability supports Verizon’s attractive dividend, making it a favorite among income-focused investors looking for consistency rather than quick growth.

    Verizon pays a high dividend yield of 6.8% and maintains a healthy payout ratio of 57.6%, which leaves room for dividend growth as well as business expansion. It also has been paying and increasing dividends for the past 20 years, backed by steady cash generation from essential communication services. Verizon expects to generate free cash flow between $19.5 billion and $20.5 billion for the full year; that should help it continue the payouts.

    Overall, Wall Street rates VZ stock as a “Moderate Buy.” Of the 28 analysts that cover the stock, eight rate it a “Strong Buy,” three recommend a “Moderate Buy,” and 17 suggest a “Hold.” Based on the average target price of $47.22, the stock has an upside potential of 16.6% from current levels. Its Street-high estimate of $58 further implies VZ stock can go as high as 43.3% in the next 12 months.

    www.barchart.com

    AT&T (T) remains a high-yield dividend stock that Wall Street continues to trust, thanks to its essential role in U.S. communications infrastructure. Valued at $177.1 billion, AT&T is one of the country’s largest telecom providers, delivering wireless, broadband, and enterprise connectivity services to millions of customers nationwide. AT&T’s wireless segment provides mobile voice and data services to consumers and businesses, generating steady, recurring revenue that allows it to pay consistent dividends.

    AT&T’s dividend yield is 4.5%, which is significantly higher than the communications sector average of 2.6%. Its healthy payout ratio of 50% is supported by consistent cash flows from critical communication services. The company intends to generate free cash flow in the low-to-mid $16 billion range for the full year 2025, leaving the door open for dividend increases.

    Overall, Wall Street rates AT&T stock as a “Moderate Buy.” Of the 28 analysts that cover the stock, 15 rate it a “Strong Buy,” three say it is a “Moderate Buy,” and 10 rate it a “Hold.” Based on the average target price of $29.68, the stock has an upside potential of 19.8% from current levels. Its Street-high estimate of $34 further implies the stock can go as high as 37.2% in the next 12 months.

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    www.barchart.com

    Altria Group (MO) is one of Wall Street’s most trusted high-yield dividend stocks, built on decades of steady cash generation and disciplined capital returns. Best known for owning the iconic Marlboro brand in the U.S., Altria dominates the domestic tobacco market and has long been a cornerstone holding for income-focused investors.

    Valued at $96.7 billion, Altria sells cigarettes and smokeless tobacco products, generating highly predictable revenue thanks to strong brand loyalty and pricing power. Even as cigarette volumes decline industry-wide, Altria has consistently offset this trend through regular price increases, protecting margins and cash flow. That resilience underpins one of the most reliable dividend profiles in the market. Altria’s high dividend yield of 7.4% is higher than the consumer staples average of 1.9%. Altria has earned the title of a Dividend King by increasing its dividend 60 times in the past 56 years, reassuring its status as one of the most reliable dividend profiles in the market.

    Overall, on Wall Street, Altria stock is a “Hold.” Of the 14 analysts covering the stock, four rate it a “Strong Buy,” eight rate it a “Hold,” one says it is a “Moderate Sell,” and one rates it a “Strong Sell.” Based on the average target price of $61.45, the stock has an upside potential of 6.6% from current levels. Its Street-high estimate of $72 further implies the stock can go as high as 25% in the next 12 months.

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AI-generated content may be incorrect.
    www.barchart.com

    On the date of publication, Sushree Mohanty did not have (either directly or indirectly) positions in any of the securities mentioned in this article. All information and data in this article is solely for informational purposes. This article was originally published on Barchart.com

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  • 2 No-Brainer High-Yield Dividend Stocks to Buy Right Now for Less Than $200

    2 No-Brainer High-Yield Dividend Stocks to Buy Right Now for Less Than $200

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    Investing in high-yield dividend stocks is an easy way to turn idle cash sitting in your portfolio into a lucrative income stream. High-quality income producers can provide you with a steadily rising stream of dividend income.

    Pipeline giants Enbridge (NYSE: ENB) and Enterprise Products Partners (NYSE: EPD) are no-brainers among high-yield dividend stocks. They have superior track records of increasing their already sizable payouts. With low share prices, they’re ideal for those with less than $200 to invest right now.

    Lots of fuel to grow its payout

    Canadian pipeline and utility operator Enbridge has a forward dividend yield approaching 7.5%. That implies you can earn nearly $7.50 of annual dividend income for every $100 invested in the energy infrastructure company. While U.S. investors are subject to a 15% withholding tax (unless held in an individual retirement account, or IRA), they’d likely pay dividend taxes anyway for companies owned in a regular brokerage account.

    Enbridge pays a very sustainable dividend. The company generates extremely durable cash flow (98% comes from stable cost-of-service agreements or long-term contracts) and pays out 60% to 70% of that steady income in dividends. It retains the rest to help fund expansion projects. Enbridge also has a strong balance sheet, with its leverage ratio well within its target range. That gives it additional financial flexibility to fund its growth.

    The company currently has a massive backlog of expansion projects under construction, primarily lower-carbon energy infrastructure, like gas pipelines and renewable energy projects. Enbridge also has additional investment capacity to make acquisitions. Those drivers help fuel its view that it can grow its cash flow per share by around 3% annually through 2026 before accelerating to 5% per year after that.

    That growing cash flow should give Enbridge the fuel to continue increasing its dividend. The company has raised its payout for 29 straight years, including by more than 3% late last year.

    A rock-solid income stream

    Master limited partnership (MLP) Enterprise Products Partners currently has a forward yield of more than 7%. As an MLP, its income is largely tax-deferred, making it an excellent way to generate passive income. However, there’s a caveat: MLPs send Schedule K-1 tax forms each year (often later in the filing season), which can complicate your taxes.

    The MLP’s sustainable and growing distribution payments can make those tax complications well worth it, though. Enterprise has increased its payout every year for a quarter century, including by more than 5% over the past year.

    Enterprise Products Partners generates very stable cash flow, with the bulk coming from assets backed by long-term contracts and government-regulated rate structures. The MLP currently produces enough cash to cover its high-yielding payout by a comfy 1.7 times. That enables it to retain some money to fund expansion projects. It also has a very strong balance sheet (it has the highest credit rating in the midstream sector), giving it even more financial flexibility to fund its continued expansion.

    The MLP has several billion dollars of expansion projects under construction, which should come online by the first half of 2026. It has several other projects under development as well, including a potentially needle-moving offshore oil export facility, giving it lots of visibility into future growth. The company also has the financial flexibility to opportunistically make acquisitions.

    With a strong financial profile and visible growth ahead, Enterprise Products Partners should be able to continue increasing its high-yielding distribution.

    High-quality, high-yielding dividend stocks

    Enbridge and Enterprise Products Partners have exceptional track records of increasing their dividend payments. With more growth likely, they’re no-brainer buys for those seeking to turn some idle cash into a lucrative and growing income stream.

    Should you invest $1,000 in Enbridge right now?

    Before you buy stock in Enbridge, consider this:

    The Motley Fool Stock Advisor analyst team just identified what they believe are the 10 best stocks for investors to buy now… and Enbridge wasn’t one of them. The 10 stocks that made the cut could produce monster returns in the coming years.

    Consider when Nvidia made this list on April 15, 2005… if you invested $1,000 at the time of our recommendation, you’d have $652,342!*

    Stock Advisor provides investors with an easy-to-follow blueprint for success, including guidance on building a portfolio, regular updates from analysts, and two new stock picks each month. The Stock Advisor service has more than quadrupled the return of S&P 500 since 2002*.

    See the 10 stocks »

    *Stock Advisor returns as of May 13, 2024

    Matt DiLallo has positions in Enbridge and Enterprise Products Partners. The Motley Fool has positions in and recommends Enbridge. The Motley Fool recommends Enterprise Products Partners. The Motley Fool has a disclosure policy.

    2 No-Brainer High-Yield Dividend Stocks to Buy Right Now for Less Than $200 was originally published by The Motley Fool

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  • How to Turn Your Hobby Into a Business | Entrepreneur

    How to Turn Your Hobby Into a Business | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    A few years ago, my friend Sabah turned her passion for cooking into a chef-on-demand business. She started off serving her local Cleveland area, quickly grew to cover other major Ohio cities and plans to expand even further. She is just one of the many people I know who have turned their passion project into a successful business.

    We all have our passion projects. We do them because they’re fun, or we like the challenge, or they’re our way of doing some good in the world. From time to time, though, our niche interests and hobbies lead us to marketable ideas. For many, that’s as far as it goes; they don’t know how to take the next step.

    Sabah had a shortcut — she’s married to my friend and business partner, who knew not only the next step to take but all the steps after that. If you’re not lucky enough to have a spouse or friend who can help, here’s how to turn your passion project into a successful business.

    Related: Ten Tips To Turn Your Passion Project Into A Business

    Hobbies that make great side hustles

    So you have a niche hobby, and you’re wondering: How can I make some money from this? It’s important to remember that not all hobbies are created equal, financially speaking. And a niche interest that might have driven profits 20 years ago (collecting Beanie Babies, say) could be a financial sinkhole today.

    By keeping a pulse on the zeitgeist, you can anticipate trends and hobbies gaining public interest — and capitalize on those trends. Some, like the following, are side hustle ideas you could start at any time.

    Photography

    Senior portraits, weddings, special events, professional headshots — quality and affordable photography never lacks in demand. With a website highlighting your work, you can book clients and start earning money from your passion.

    Coding

    From bug bounty programs to website design, freelance coding offers major earning opportunities. A background in HTML, Python, Java, C++ or a myriad of other coding languages can be a financial boon.

    Home design

    If you designed your home to belong in an issue of Architectural Digest, others will take notice. Consult on color palettes, furniture selections, room layouts and lighting — and bring your curated aesthetic to the masses with a home design business.

    Video and audio production

    Whether promoting a brand on social media or starting a podcast, freelance producers can bring a marketing campaign to life. Sell yourself with past work, and mention your experience with programs in the Adobe Creative Suite or Pro Tools.

    Gardening

    Your green thumb could put some green in your pocket. The landscaping and gardening industry was valued at more than $250 billion in 2024, according to Mordor Intelligence, and if your own garden is thriving, you can fill a niche in your own (proverbial) backyard.

    Writing

    Can you construct clear and concise copy for a variety of clients? If so, the opportunities are as vast as your vocabulary. Wordsmiths can serve as speechwriters, copywriters, technical writers and ghostwriters, as well as assist with any editing needs.

    Baking

    Your beautiful cakes, cookies and baked goods could be more than delicious treats; they could be a source of income. Many entrepreneurs found success with home baking during the pandemic, and with proper planning and consistent clients, you can join them.

    Vetting if your hobby could be a business

    Before you make any hard commitments or major financial decisions, consider if your niche hobby can earn consistent money. Who is the target client? How much are current practitioners charging? How much money do you have saved? How much do you expect to make?

    It’s crucial to be clear-eyed about expectations before investing your own money into your venture. The following steps can help you assess whether or not to turn your passion project into a side hustle — or even a career.

    Run it by friends

    When we have that eureka moment, it sometimes blinds us to flaws in our logic. To get a quick check, run your idea by a few trusted friends. They might be able to point out roadblocks you didn’t think of or know a way to bring your idea to life. For Sabah, that meant asking other chefs for input. Avoid relying solely on one or two peoples’ opinions, but do gauge your friends’ enthusiasm. After all, close confidantes have your best interests in mind.

    Analyze the market

    Chances are, others have had your idea. Sabah wasn’t the first to think of a chef-on-demand service, but when she analyzed the market, she realized her idea could still work. Market analysis requires thoroughly researching consumer trends and expectations, market size and the demand for your offering.

    To truly excel, you must conduct a thorough analysis of your rivals. Although they might offer a comparable product, your goal is to surpass them. Analyze their customer feedback to identify gaps. When you look hard at similar businesses, you might find opportunities to fill the gaps they’re leaving.

    Network

    Networking with others who have launched their business or product can be invaluable. They’re ahead of you on the journey and can help you avoid costly missteps. If you’re lucky, you might find someone with similar experience and a willingness to mentor you. A good mentor can help you find the path forward when you hit a roadblock. Keep the lines of communication with your network and your mentor open. They know the twists and turns and can save you headaches and expenses.

    Devise a business plan

    Don’t invest significant money into a project before creating a detailed business plan. Prior steps, such as analyzing the market, will help you write this document, and you’ll want to come away with clear financial expectations. Do the math — calculate your startup and overhead costs, insurance, marketing budget, earnings expectations and taxes. This will give you some base-level expectations and a roadmap to funding, if necessary.

    Getting your side business off the ground

    You’ve done your research. You’ve talked to friends and other entrepreneurs. You’ve analyzed the market and built a business plan. Now it’s time to take the first big step: getting your side business off the ground.

    Turning passion into profit takes work. Don’t be discouraged. There may be moments of doubt and anxiety as your business slowly ramps up. Lean on mentors, and consult your business plan. Like Sabah, if you’ve done the proper pre-launch work, you can keep your head down and follow the roadmap. The following steps can position you for success when turning your niche hobby into a business.

    Build an MVP

    In the software development world, a minimum viable product (MVP) is a way to test your idea with a small group of early adopters. It’s essentially an early product version with just a few core features. For Sabah, the MVP was a limited menu with a select set of chefs — and she was one of them. Once she proved her idea would work, she hired more chefs and added more meals to the menu based on the feedback she got from her customers. Early and genuine feedback is the goal of an MVP. After all, it’s easier and less expensive to make changes at the beginning of the development cycle than in the middle of it.

    Related: 5 Tips for Solidifying MVP, and Why It’s the Most Important Aspect of Building a Startup

    Set achievable goals

    Be realistic about your first-year financial expectations. In fact, it’s common for new businesses to lose money in their first year of business as they pay back initial investments and build consistent customer bases. Sabah set goals — both financial and personal — that she could reasonably achieve. But don’t mistake this for easy goals. You should be ambitious but practical when planning to achieve your goals.

    Get help

    Sabah didn’t build her business alone. She knew she needed help building the web applications her fledgling company needed and outsourced that work. Trying to do everything leads to stress, burnout and costly mistakes. It also takes you longer to get to market and could mean competitors beat you to the finish line. Engage freelance help or outsource product development to a team with the knowledge and bandwidth to quickly build a high-quality product.

    Knowing when to get help involves recognizing your strengths and weaknesses. Maybe you can build the product but need help with market analysis. Or maybe you need help with building a brand identity and marketing the product. Outsourcing some of the work frees you up to focus on what you’re good at and can take stress off your shoulders.

    Related: Asking For Help Is Good For You and Your Business

    Keep your finger on the pulse

    Markets and trends can shift rapidly, so it’s essential to keep tabs on competitors and monitor your customers’ needs. The last thing you want is a product that’s outdated by the time it launches or a business plan built around last year’s “it” thing. By staying up-to-date on market and cultural trends, you can be ready to shift priorities when the time is right.

    It’s been a joy to watch my friend’s business grow. She’s met challenges with grace and never lets setbacks slow her down. And that, too, is key to turning your passion project into a successful business: believing in your vision enough to stick with it, no matter what.

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    Bidhan Baruah

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  • Table Needs Capital Launches to Provide Access to Flexible Restaurant Financing for Quick Service Restaurants, Coffee Shops and Food Trucks

    Table Needs Capital Launches to Provide Access to Flexible Restaurant Financing for Quick Service Restaurants, Coffee Shops and Food Trucks

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    Table Needs, Inc., a leading point of sale system provider, announced the introduction of flexible restaurant financing, powered by Stripe, to help quick service restaurants, coffee shops, and food trucks manage cash flow and invest in their business. 

    With Table Needs Capital, owners and operators in the food service industry have increased access to flexible, on-demand restaurant financing. No lengthy application or personal credit check is required — eligible businesses are automatically pre-qualified and can receive funds as soon as two business days after approval. 

    FEATURED BENEFITS OF TABLE NEEDS CAPITAL RESTAURANT FINANCING INCLUDE: 

    • No lengthy application: There’s no personal credit check and no complicated application process. Eligibility is based on factors such as payment volume and history on Table Needs’ payment solution. 
    • Receive funds quickly: Restaurant financing funds typically arrive in as soon as two business days, directly into the customer’s bank account.
    • One flat fee: Pay one flat fee that never changes. There are no compounding interest charges or late fees.
    • Pay when you get paid: Repayment is fully automated and adjusts to the customer’s daily sales. Stripe deducts a fixed percentage of sales until the total owed is repaid.

    “With the addition of Table Needs Capital, we are able to help our customers get over common financial hurdles that stall growth and create instability in their businesses,” said Ben Simmons, CEO of Table Needs.“The restaurant industry is notorious for its volatility, making it difficult for many restaurant owners to secure restaurant financing to weather economic uncertainties or invest in their business.”

    TABLE NEEDS: THE RELIABLE PARTNER FOR INDEPENDENT QUICK SERVICE RESTAURANTS, COFFEE SHOPS, AND FOOD TRUCKS

    The launch of Table Needs Capital and restaurant financing is the most recent proof of the restaurant POS company’s commitment to helping independent quick service restaurants and food trucks run profitable businesses. From an all-in-one restaurant point of sale system featuring an integrated kitchen display system, online ordering, QR code ordering, and menu management as well as professional services like restaurant marketing, restaurant licenses and permits, sales tax automation, and bookkeeping, Table Needs offers restaurant owners a profit-focused approach to operating their restaurants.

    TO LEARN MORE ABOUT TABLE NEEDS PRODUCTS AND SERVICES
    Products

    Services

    Resources

    ABOUT TABLE NEEDS
    Table Needs, Inc. is a fast-growing provider of restaurant technology and business services for quick service restaurants, coffee shops, and food trucks. Built to grow with your business without requiring disruptive updates or hardware overhauls, restaurants can start where they are and add on features, like commission-free online ordering, sales tax automation, cash discount program, staff management, digital marketing, bookkeeping, and more, as goals and growth develop. For more information about Table Needs Needs, visit https://tableneeds.com

    Source: Table Needs, Inc.

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  • Understanding Cash Flow in Your Business | Entrepreneur

    Understanding Cash Flow in Your Business | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    Updated on Dec 13, 2023. Originally published on Aug 9, 2016.

    We once helped a large mechanical contractor turn around its business. And we were successful in taking the company from loss to profit. However, the problem wasn’t solved because, before we arrived, the owners had taken out several business and personal loans to keep the company afloat.

    Related: 5 Mistakes To Avoid in Your Digital Marketing

    As a result, shortly after it started making a profit, the company hit a cash-flow crisis. At first, the owners couldn’t understand why. If they were making money, they had a problem with cash. Further, they wanted to know why they weren’t paying down the principle on the loans they had accumulated. Simply put, they wanted to know why they weren’t making money?

    Profits do not equal positive cash flow

    The answer lies in understanding the differences among profit, cash flow and return on investment (ROI). We explained to the owners that their accountant was correct; the company was profitable. The number on the bottom of their income statement was positive. In short, if the revenue you realize each month exceeds the expenses that generated that revenue, you are profitable.

    And, this is good. However, it does not necessarily mean that you have positive cash flow.

    A business may be very profitable, but if its inventory, accounts receivable and/or fixed assets are growing rapidly, it may not have a positive cash flow. Growing these three accounts requires cash. In the case of our mechanical contractor, the company was growing for the first time in years. The owners were spending cash to buy inventory, among other things. However, these are all balance-sheet accounts that do not immediately affect the income statement. Therefore, they have no impact on profitability.

    Work with a professional

    It is absolutely possible for a business to be profitable and hemorrhaging cash at the same time. Our contractor, in fact, didn’t have cash. One of the reasons it wasn’t able to pay down the balances on its loans. That’s why we moved to stem the problem by instituting collection procedures and other processes that helped the contractor manage its crisis, come through this short-term struggle and avoid a future disaster.

    If you find that your company is in a similar situation, ask your accountant to analyze your monthly cash flow over the past couple of years. It is possible that your cash is being spent to grow assets. If this isn’t the case, we suggest that you have an independent third party do a thorough check for embezzlement.

    We’ve seen thieves pull amazing stunts to make the books look right on the surface even as they siphon cash out of the business.

    Related: How to Make a Cash Flow Statement

    Understanding return on investment

    It is also possible to have a profitable business, and even a positive cash flow, but not have a good ROI. While our contractor’s actual number was much larger, let’s say the owners initially funded the enterprise with a $150,000 investment. Let’s also assume that they hadn’t put any further cash into the business.

    Now, let’s assume that their annual profit was $1,500 and that this was also the cash flow. ROI is calculated as: profit divided by investment. So, in our company’s case, the ROI would be 1 percent, which is hardly an impressive performance. At this rate, it would take 100 years to earn back the original investment. Depending on the specifics of your own business situation, we suggest that you target at least a 10 percent to 20 percent return on investment.

    How profitable is my business?

    To return to our client’s initial question, they are now making money. The business is profitable. The next question is, how profitable? This is often measured by return on sales (ROS), which is calculated as profit divided by sales. The appropriate ROS target is a function of the specific situation, but for many businesses, a 10 percent ROS is a good target (obviously, more is better).

    The different metrics work together to tell a story

    It is important to understand profitability and to make sure that this translates into an acceptable positive cash flow. As a finance expert told us, “You can’t buy beer with profit; you can only buy beer with cash.” Finally, make sure that your ROI is acceptable. If you are achieving your target ROS, but still not getting the ROI you need, the reason is likely that you need to grow your sales without making an additional investment. In other words, you need to improve your asset utilization (sometimes expressed as “sales divided by assets”).

    Assessing the financial health of your business is not a one-dimensional exercise. However, if your ROS is acceptable, your profit is translating into cash flow and you have a good ROI, you can rest assured that the financial health of your business is good.

    Related: Do You Know Your True Value?

    By the way, our client is on track to be completely debt free in four years. Given the amount of debt he began with, this is a spectacular achievement.

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    Doug and Polly White

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  • If You’re Buying A Home, Don’t Make Any Other Major Purchases

    If You’re Buying A Home, Don’t Make Any Other Major Purchases

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    When you’re in one of the various phases of the homebuying process, your actions in other areas could determine if you’re successful or not. For example, other types of purchases may appear to be unrelated, but they could negatively affect your mortgage application. “Lenders will review several factors when evaluating a mortgage application, including your credit score, intended down payment, and debt-to-income (DTI) ratio,” says Ashley Moore, community lending manager at Chase Home Lending. And while an increase in your credit score or down payment will be viewed favorably, an increase in your DTI ratio might stop you from being approved.

    Here’s what you need to know.

    Credit Card Purchases and Loans

    We get it: life happens. And just because you’re buying a house doesn’t mean you don’t have other needs. But it’s best to limit big ticket items during this time frame. “If you make a large purchase using a credit card, it increases your debt-to-income ratio, which puts your mortgage pre-approval at risk,“ warns Candice Williams, a realtor at Coldwell Banker Realty in Houston. She says lenders base their decisions based on a snapshot of your finances the day they approve your home loan. “If anything changes – such as an increase in debt – it could put you in a position in which you no longer qualify for the loan.”

    And even if your loan has a zero percent interest rate for several months, the purchase could still be problematic. “The minimum monthly cost toward that credit card debt decreases the amount of monthly debt that can go toward a mortgage,” says broker Mihal Gartenberg of Coldwell Banker Warburg in New York, NY.

    You may be wondering how anyone would know if you’ve made a large purchase or not. “Your lender has credit monitoring during the mortgage process to ensure you have not opened new credit,” says Tanya L. Blanchard, founder of Madison Chase Capital Advisors. “Any new debt will have to be verified, and could possibly cause your loan to be denied if it adversely affects your debt-to-income ratio.”

    Debt-to-Income Ratio

    The debt-to-income ratio (DTI) divides your monthly debt payment by your gross monthly income. Lenders use this formula to determine if you’re qualified for a mortgage. “If a borrower decides to spend a lot of money, it can throw off the debt-to-income ratio which could result in a borrower not being able to qualify to purchase the property anymore, explains Mike Opyd, president/owner of RE/MAX Next in Chicago. Also, if you’ve accumulated a lot of debt from unnecessary purchases, he says this can affect the amount you qualify for – assuming you can even qualify in the first place. “This can result in not being able to look for houses at a price point that would get you all of the things you need and want in a home,” he says.

    Cash Purchases

    Paying cash for your purchases doesn’t mean that you’ll fly below the lender’s radar. So, let’s say you decided to furnish the new house using cash instead of a credit card. Admittedly, you’re dodging the additional monthly payment that would have resulted from charging the furniture on your credit card or taking out a loan, but you’re still not out of the woods.

    “If you were to pay cash for that same furniture, it might mean that you don’t have enough liquid funds available to meet the bank’s requirements post-closing,” says Sarah Alvarez, vice president of mortgage banking at William Raveis Mortgage.

    Examples of Large Purchases

    Large purchases could include anything from buying a car to buying furniture for a new home. Whether you’re taking out a personal loan, charging large amounts on your credit card or paying cash, it will raise red flags. “Any major purchases can increase your debt level and/or reduce your cash reserve,” Moore says.

    Even leasing a car is problematic. “Car leases are viewed similarly to rent: each month, you make payments, but it does not increase your total equity in the car,” she explains. “Leasing a car will increase your debt level, reduce your cash reserve, and therefore increase your debt-to-income beyond what may be accepted.”

    Timeframe

    If you want to make a large purchase, does it matter where you are in the homebuying process? As a general rule, it’s best to just avoid large expenditures. “It’s important to be cautious about making any major purchases even after you’ve received a pre-qualification or pre-approval,” advises Moore. She says lenders will continue to evaluate your qualifications until the loan is funded.

    Alvarez agrees and says a major purchase could prevent you from getting financed – even if you already have a commitment. “All commitments are subject to no material changes, and the bank will continue to update documents and records up through the closing.”

    Incidentally, Alvarez also recommends that you don’t make any major changes in employment – and if you do, it must be disclosed to the lender. “Typically, the day of or before the closing, the bank will reach out to your current employer to verify you are still working there under the same terms.”

    Workarounds

    There are exceptions to every rule, and we realize that some large purchases may be unavoidable. “A new car might be necessary if buyers are moving out of a city with good public transportation and into the suburbs,” explains Gartenberg. And if you’re planning on renovating the home, she says you may want to put down a sizable deposit with your contractor.

    “The good news is that buyers can speak with their agent and banker about any big purchases on the horizon – and if a banker recommends holding off, buyers should hold off.”

    Gartenberg says most merchants will hold that new car or furniture aside, and after you close on the home, you can proceed with your purchase. “The same goes for contractors – the right one will hold off on taking a deposit from a new homebuyer, because they know how banks operate.”

    She recommends taking care of all big purchases on the day of the home closing. “It won’t yet appear on your credit report, and credit card companies will have an easier time approving your credit limit.

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    Terri Williams, Contributor

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  • 4 Ways Entrepreneurs Can Deal with Cash Flow Problems in 2023

    4 Ways Entrepreneurs Can Deal with Cash Flow Problems in 2023

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    Opinions expressed by Entrepreneur contributors are their own.

    Cash flow problems are an unfortunate — but all too common — reality for entrepreneurs and small to medium-sized businesses (SMBs). This is especially clear in times of uncertainty and rapid change. The Russo-Ukrainian War, for example, has been particularly hard on SMBs due to rising fuel costs, government sanctions and global supply chain disruption.

    Cash flow problems can have many causes, but the end result is always the same — a lack of available liquidity to cover daily operational costs, such as paying suppliers and meeting payroll obligations. Failing to meet these basic operational needs impacts a business’s ability to achieve or maintain profitability, which often leads to knock-on effects of its own.

    But it’s important to realize that cash flow problems are not inevitable. And when they do occur, they are not always insurmountable. That said, here are a few possible solutions for SMB owners when dealing with cashflow problems (or even avoiding them entirely).

    Related: The 5 Worst Cash-Flow Mistakes Small-Business Owners Make

    1. Simplify your billing & invoicing process

    According to a YouGov survey, 55% of U.S. SMBs are currently waiting on money that is tied up in late invoices. And the SMBs that are waiting have been waiting for a long time — 25% of U.S. SMBs are paid more than 20 days late on average.

    Making it easy and rewarding for your clients and customers to pay you quickly is one of the best ways to minimize cash flow problems. There is no silver bullet here — each business needs to find the solution that works best for them.

    One of the most effective methods is overhauling your payment system to make it simpler for clients and customers to make timely payments. This might mean adding one-click payment links to invoices or allowing alternative payment options (e.g. direct debits, installment payments or recurring payments).

    Another effective method involves updating your payment terms to include incentives for early payments and penalties for late payments. For example, you might offer a 2% discount on invoices paid within 5 days and charge 2% interest for each month an invoice payment is late.

    This two-pronged approach helps encourage customers and clients to prioritize timely payments that support healthy cash flow.

    2. Create a cash flow forecast

    A cash flow forecast is a document (usually running for a period of 12 months) that estimates monthly inflows and outflows. It’s an essential tool for any SMB since it allows you to identify potential cash flow problems before major issues arise, identify the best time for large purchases or investments and gauge the impact of changes in income or outgoings.

    Creating a cash flow forecast is relatively simple. You can start with a specialized accounting tool that has preloaded reports and features for cash flow management and forecasting. This automates the process and makes it much easier for businesses to stay on top of their cash flow.

    Alternatively, you can create a forecast manually in Excel or Google Sheets — all you need is a clear overview of your expected and actual income, expenditure, assets, and liabilities.

    Related: 6 Hacks for Getting Clients to Pay You Faster

    3. Build up cash reserves

    In personal finance, the concept of an emergency fund is relatively common knowledge. Building up a cash reserve for your business works in much the same way. By setting aside money in a separate, interest-bearing account, SMBs can ensure they always have access to the funds needed to cover costs and eliminate the need to strike off the business.

    The size of your emergency fund will depend on factors like the nature of your business and where it’s located. As a general guideline, it’s recommended to set aside around 2–6 months of essential operating costs.

    Building up a cash reserve can be difficult, but it’s worth persevering with. It’s one of the best ways to protect your business from shutting down and other serious problems related to poor cash flow management.

    4. Negotiate with creditors

    According to the most recent available data, 73% of U.S.-based SMBs are in debt — whether to banks, suppliers or creditors.

    When cash flow slows, it might be time to negotiate the terms of your existing contracts. This can be tricky, since SMBs may not have the same negotiating power as larger businesses. That said, some suppliers are more than happy to strike a deal — especially if you explain your situation honestly and show flexibility.

    You may be able to pay off debt with smaller (but more frequent) payments, negotiate reduced interest rates, barter goods, and services or negotiate payment terms for large orders.

    Similarly, if you’re expecting a bill but cannot pay it in full, you might be able to strike a deal with your creditor. For example, you could offer to pay part of the total now and then make regular payments until the debt is cleared. As always, communication and honesty are key!

    Cash flow management is a critical part of running an SMB — and it always pays to be proactive. By following the steps outlined above, you can take control of your cash flow and prevent strike-offs. Additionally, as with any important business process, it’s worth seeking professional advice or using specialized tools to help streamline the process. This can make it easier to keep track of cash flow, as well as spot potential problems before they become major issues for your business.

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    Pritom Das

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  • How to Manage Cash Flow for Your Home Pet Business

    How to Manage Cash Flow for Your Home Pet Business

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    Rich Mintzer’s new book, Start Your Own Pet Business, outlines everything you need to know about launching and growing an animal-based business from your home. In this excerpt, he dives into the specifics of managing your finances to keep your business as healthy and happy as your tail-wagging clients.

    Sign up for an accounting workshop

    No matter if you are caring for two dogs or two hundred, every business needs to keep track of money coming in and money going out. One way to make the accounting and financial framework of your business less daunting is to take an accounting class. You can find many online classes, as well as articles, on basic accounting and/or managing finances for a small business. You can also check with your local Small Business Development Center (SBDC), which may offer small-business accounting classes or keep a list of classes offered through local community colleges or continuing-education programs at a local university. Be logical when you sign up for an accounting class—don’t sign up for a class that covers information beyond your current need or ability to understand. You don’t need to know how to read the financial report of a $60 million international company to run your $20,000 local pet-sitting operation.

    Keep receipts

    If you have ever had even the smallest business or if you have ever worked for anyone else, you probably have heard this before, but it bears repeating: Keep every receipt for any dime you spend on the business. Keep them in one place and record them in your ledger at least weekly. These records tell you a lot about your business. You may notice patterns, expenditures that seem excessive, or other changes you could make for your business to be more efficient.

    Related: Dive deeper with Start Your Own Pet Business on sale now

    Set up a separate checking account

    Because pet-sitting businesses often don’t take a lot of capital to set up, you have to be careful not to fall into the trap of starting your business and simply using your personal checking account to pay for expenses and to deposit income. Set up a separate checking account and designate it for the business. Pay for everything with this account, even if you use its debit card instead of actually writing a check. It doesn’t have to be a “business” checking account—another personal account will do—just give the business an account all its own. Not only is it good for keeping accurate track of expenses, but some psychological aspects result from having separate accounts and ledgers for taking yourself and your business seriously. Have the business name printed on your business-specific checking account—it lends an air of professionalism.

    Get bookkeeping software

    Many software programs exist for easy setup of bookkeeping for your small business. Two commonly used ones are QuickBooks and Microsoft Office. Set aside a large chunk of time to get yourself set up, and then set aside time on an ongoing basis, maybe an hour weekly and a morning monthly. Be sure to keep these software products up-to-date by signing up for automatic updates or reminders so you can keep as up-to-date as possible. Although the bookkeeping programs probably won’t have as much in the way of updates, tax programs have constant updates. If you know yourself well enough to know you are not going to set aside this time to feed your bookkeeping software, then hire an accountant. The same goes for tax time. You may want to enlist a small business tax expert to decipher what expenses can and can not be deducted, at least for the first year of running your business.

    Creating invoices and receipts

    Even if you require payment on the spot, you always want to provide your client with an invoice for your services. This allows both of you to keep a record of your visits. Depending on how fast your business plan shows your business increasing revenue and adding clients, you may want to think early on about having client software that keeps records of your clients. If you look to have only ten clients for the first year, you could create a spreadsheet using Excel or Google Sheets. As you grow, you may want to invest in a business software package. Besides generating invoices, it keeps an easy-to-access history of services you provided.

    Related: Pet Lovers, Here’s How to Get Your Dream Business or Side Hustle Started

    Payment options

    The easiest manner in which to collect money in a business such as pet-sitting might be good old cash or a simple account transfer via an app like Venmo or PayPal because your fees are typically for only a few hours at a time. As your company grows, you’ll want to look into having credit card options, such as the easy-to-use Square payment system, which allows you to use your cell phone as a mobile cash register (https://squareup.com). This will entail setting up a credit card merchant account, a bank account, and a way to process payments. Some startup payment fees and fees per transaction (which are usually around 2 to 4 percent) apply. The merchant account will allow you to accept payments through Visa, Mastercard, American Express, and other credit card companies. You can Google merchant services and compare options.

    Paying yourself

    One of the perks of opening a low-cost, no-overhead business is you can usually start taking some money for yourself early on while putting the rest into the business. If you know your ongoing expenses, you can cover them and have some money left over. If, however, you are looking to build a large pet-sitting business with offices and many employees, then—like most startups—you will need to put nearly all the money earned back into the business for the first year or two. This means you need to have some money set aside to help you pay your bills when starting the business. If you can afford to do this, that’s great—you should probably plan to do this for at least the first year, depending on how complex a business you establish.

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    Entrepreneur Staff

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  • 4 Reasons Your Business Needs Cash Flow Forecasting

    4 Reasons Your Business Needs Cash Flow Forecasting

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    Opinions expressed by Entrepreneur contributors are their own.

    You might have heard that the biggest cause of business failures is cash flow issues, but to what extent is the severity of this widespread problem? To put things into perspective, more than 80% of business failures are due to a lack of cash, 20% of small businesses fail within a year, and half fail within five years.

    But it doesn’t have to be that way. In fact, many businesses can avoid cash flow problems with proper cash flow forecasting. Cashflow forecasting helps businesses predict when issues may arise and allows them to take action proactively to avoid cash flow gaps.

    That said, many businesses already operate at max bandwidth, and cash flow forecasting isn’t on business owners’ minds. It’s usually already too late when business owners are hit with a financial setback and realize they don’t have enough cash to cover it.

    Many business owners don’t realize that the scope of benefits that derives from good cash flow forecasting goes light years beyond helping the business plan its operation. If you are still thinking about why you should bother with it, here are a few reasons why you should do cash flow forecasting:

    Related: Often-Overlooked Ways Entrepreneurs Can Improve Cash Flow

    1. It helps businesses avoid cash flow gaps

    This is the most straightforward and important reason why cash flow forecasting is crucial.

    Here’s a scenario for you: John’s client promised the payment would be deposited by today, but there has been a mix-up, and the bank said John wouldn’t get the money until next week. John is expected to pay his vendors tomorrow, but without receiving the payment from his client, he doesn’t have enough money to pay. The cycle continues.

    This is the reason many businesses fail.

    A cash flow forecast helps businesses avoid this very situation. They can use a forecast to project best-case scenarios, worst-case scenarios and everything in between. They can then use that to make prudent decisions about how much money to spend, where to put it, and when to spend it.

    If they think there’s a chance cash may not come in the door, the business could decide to put off a big purchase. Or they could talk to vendors and get an extension on payables. Or they could offer customers a discount to pay their bills early. The forecast gives the business the knowledge they need to take action and avoid difficult cash flow situations.

    Related: 4 Tips for Managing Cash Flow in a Seasonal Business

    2. It helps secure loans

    Loans are an important part of running any business. Financing can help a business expand, improve its products and workflows, or cover operational costs in a crunch.

    However, obtaining financing is easier said than done, especially for businesses with little assets or no credit history. In this case, lenders look at profitability, expenses and cash flow.

    A strong cash flow forecast helps a business prove its creditworthiness to lenders. A business can use its cash flow forecast to show that it deserves a loan and is a good credit risk. Or, if your cash flow forecasting shows otherwise, maybe it’s a good time for you to assess internally and improve your cash flow position before going to a lender for a loan.

    3. It helps businesses make better decisions

    A cash flow forecast gives a business a glimpse into the future. It helps them view when cash is coming in and going out, so they can better plan for the future and make strategic decisions that align with their budgets.

    Let’s say a business is considering hiring additional staff or purchasing new equipment. A business might look into how much money they have right now, thinking they could cover the extra expense. But what if the business lost a major client a week from now? Or what if sales suddenly plummeted due to competition?

    These are the kind of things that your account balance can’t tell you and are the exact reasons businesses need cash flow forecasting. By understanding their future cash availability, businesses can make informed decisions about when and how to invest in their growth.

    Related: How to Inflation-Proof Your Small Business

    4. It helps businesses set measurable goals

    Leveraging cash flow forecasts can help businesses set measurable goals to improve cash flow tangibly and determine the path to better business outcomes.

    If a best-case scenario forecast says you can potentially grow your business revenue by 50% by improving your operation with a new equipment purchase, you now have a benchmark number.

    Or, if you plan on reducing expenses by 20% by cutting out parts of your business operation, cash flow forecasts can help you see the business and revenue impact of cutting out a project and if the financial cost reduction is in line with your decision. You can now set data-driven business goals, know what outcome to expect, and measure success.

    That’s two drastically different examples, but no matter what situation your business is in, cash flow forecasting can help a company set measurable goals.

    Forecasting for your business is easier than you think

    Here’s the thing about cash flow forecasting: It’s not new, but it used to be a challenging, labor-intensive, and time-consuming job that business owners would task their accountants with. The good news is that innovating technology makes cash flow forecasting easier than ever before. New tools now directly integrate with many cloud-accounting platforms that businesses use, making cash flow forecasting faster, more accurate, and sometimes even for free. Start looking for a solution that works with your accounting platform today, and see the wonders it can do for your business.

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    Nick Chandi

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  • A Small Business Owner’s Guide to Managing Funds and Investments

    A Small Business Owner’s Guide to Managing Funds and Investments

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    Opinions expressed by Entrepreneur contributors are their own.

    As a small business owner grows over the years, one aspect of finance that they often overlook is that of the ability to use investments as a means of growing revenue, increasing net worth and building the overall financial security of their business. The majority of small business owners don’t even think about this course of action because they don’t know about it, because they don’t think that they can qualify for it, or because they are unfamiliar with how it all works.

    As of this writing, Q4 2022, rates are moving upward, which makes a larger purchase more expensive for a small business, and it also increases the cost of carrying balances on things like credit cards or other lines of credit. However, savings accounts and CDs will do better — but all of this could change and most likely will. So, the question becomes, how do you take advantage of this style of opportunity? And did you know that your bank, just like Key Bank’s liquidity management solutions, is designed to help you efficiently manage your short-term or long-term cash balances?

    When a small business owner is newer to this type of funds management method, going basic, short-term, is a great way to start. Maybe once there is a comfort level, you can look at more long-term aspects.

    Related: The 5 Worst Cash-Flow Mistakes Small-Business Owners Make

    1. Short-term

    Short-term is just what it sounds like, but what that translates to (for normal people) is a year or less. This can be very beneficial for many small businesses as having funds tied up for a period longer than a year can often cause a negative impact on the annual fiscal operations of a business.

    Short-term cash balances can be managed in three ways:

    • Operational cash: cash needed for day-to-day operations. These funds are generally held in a checking account or in investments that are very liquid and provide immediate access.

    • Reserve cash: typically serves as a cushion for unforeseen events. The investment strategy for this is fairly conservative, and the funds are usually held in a savings account.

    • Strategic cash: reserved for a particular purpose and period of time and is held in time deposits or liquid vehicles to achieve a higher yield. Our Relationship Managers work with you to determine the best combination of accounts to achieve your liquidity and investment goals.

    Related: 5 Cash Management Tactics Small Businesses Use to Become Bigger Businesses

    2. Long-term

    Long-term investments are just what they sound like — longer than short-term. What that translates to is over one year. But truthfully, much of what makes investments short- or long-term is how they are used on your balance sheet and also when the investments are sold.

    A common form of long-term investing occurs when company A invests largely in company B and gains significant influence over company B without having a majority of the voting shares. In this case, the purchase price would be shown as a long-term investment. However, that might not be up your alley as a small business owner. So, be sure to talk to your advisor to see if any of that makes sense for you now or in the future.

    Here some examples of long-term investments for a small business:

    • Income stock strategy: a long-term strategy that includes a range of distribution choices intended at identifying well-known entities that provide above-average distributions without big risk of default, such as large-cap and blue-chip stocks

    • Growth stock strategy: aims to maximize the appreciation of all the stocks in the portfolio over a period of time, such as 10 years or thereabouts

    • Balanced investment strategy: intended at uniting investments in a portfolio so that the risks and rewards can balance one another out. Usually, the stocks and bonds are of equal percentages of the holding for this type of portfolio. This can be a good strategy for a small business owner with a medium-risk appetite.

    • Real estate: a great way to add assets to the long-term growth strategy of a business as it will increase in value over time making a larger profit when the owner sells the business.

    Pro-tip: Small business owners usually never consider either long- or short-term investment management for their businesses. In fact, they never even open a basic Roth or Traditional IRA because they think “I’ll sell my business for millions!” Yeah, well, it usually never happens like that. So, get with your financial advisor soon, and see what steps make sense for your business to take to grow for both the short- and the long-term.

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    John Kyle

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  • 5 Overlooked Sources of Income for Extra Cash

    5 Overlooked Sources of Income for Extra Cash

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    Opinions expressed by Entrepreneur contributors are their own.

    Every business will, at some point, experience stagnant sales. When this happens, it may seem like the only way to increase sales is to take drastic measures requiring more time and energy. If you’re a small business trying to get to one million or maybe even five or ten million, ideally, you should have a strategy to reach those numbers. This is how large companies do it. They set sales goals and plan the exact roadmap from point A to point B.

    Several years ago, when I set out to reach my first million in annual revenue, the way I approached business growth was like this: If I could make $100 per day, what would it take to get to $150 per day? So, the approach was to try and make a little more money over time gradually. But this is not always easy because, as I mentioned earlier, many entrepreneurs feel like they’ve reached their revenue potential. Sometimes, finding creative ways to make more money can take time and effort.

    Before separating from the Air Force, my online business averaged about $300 daily, selling digital products. Later, I began selling exercise equipment and sporting goods. But at some point, I wanted to average $500 per day. I successfully reached that, then tried to grow the business to $1,000 daily. I achieved that, then felt it was possible to make $2,000 daily. Surprisingly, I did that. Ultimately, the business made it to an average of $3,000 daily, approximately one million annually.

    How did I do it? I found new leads. In addition to my website, there were five sources of revenue that had a significant impact on my business.

    1. Craigslist

    The first hidden source of cash was Craigslist. It started when I would list used or returned items still in good shape. I had so many leads from the website that I eventually listed just about anything popular: new and used products. The cool thing about Craigslist is that any classified listing also serves as an advertisement. I included the company name, physical address and phone number in the footer of all ads. My business saw the entire spectrum of customers, from high school coaches to law enforcement officers. New customers also meant new referrals. Craigslist was an invaluable source of revenue.

    Related: Marketing Your Business On Craigslist

    2. OfferUp

    The second overlooked source of income was OfferUp, another classified ad marketplace for new and used goods. Ironically, one of my Craigslist customers suggested I try OfferUp. At the time, it was a newer mobile app, and I was surprised I had not heard about it.

    As a test, I listed a few items and received several inquiries on the same day. OfferUp had a few features that gave it an edge over its competition by facilitating payments and nationwide shipping. This was a bonus because it made my products nationally accessible instead of just local. The app was a high-quality lead generator and a recurring source of revenue for my business.

    3. Facebook Marketplace

    The third hidden source of income was Facebook Marketplace. Existing Facebook users can post just about anything for sale and have it shown to a broad audience. I estimate that there were no less than ten daily inquiries for a given item. As a dealer with an endless supply, I would sell the same item repeatedly. Facebook Marketplace was an excellent source of supplemental income.

    Related: How to Make Social Media Marketing Effective for Your Brand

    4. Letgo

    The fourth source of income that I unearthed was Letgo. Whenever you can make money without spending any, it’s always a plus. While less of a revenue generator than the resources above, Letgo served as a powerful sales generator. For most sellers, it is free to list an item for sale on the app.

    5. Etsy

    The fifth and final hidden source of income was Etsy. The website features handmade, vintage and craft supplies sold by individual sellers. You will not find classified ads on Etsy because they only sell new products. Although, new products are sometimes made from used or recycled materials.

    I discovered that certain items already in inventory could be repurposed and sold on the platform. Etsy’s business model is similar to other sites that take commissions once an item sells. Because of the sheer volume of users, I would have to say that Etsy was always a source of consistent, predictable revenue.

    Before increasing my presence on these five platforms, I sold products exclusively online via my main website. I also had a warehouse location for distribution, but it was not always open to the public. At some point, I adjusted and opened a small showroom where customers could retrieve will-call items. When business was slow, I tried posting classified ads. When ad respondents arrived to pay for an item, they almost always purchased additional items. This is where I saw an opportunity.

    Related: 5-Minute Mentor: How Do I Get My Products In Front of Customers Online?

    Eventually, I was able to open a 4,000-square-foot retail store that was highly successful. But it all started with a simple challenge: solve the problem of stagnant sales. My business experienced dramatic levels of growth when I took proactive steps to find new leads. In the end, getting more eyes on my products was the key to success. I did this by taking advantage of classified ad websites, mobile apps and other resources that ultimately served as free advertisements for my business. It was one of the best decisions I’ve ever made because it exposed my products to new customers, translating into more sales.

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    Justin Leonard

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  • Will Nasal COVID Vaccines Save Us?

    Will Nasal COVID Vaccines Save Us?

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    Since the early days of the coronavirus pandemic, a niche subset of experimental vaccines has offered the world a tantalizing promise: a sustained slowdown in the spread of disease. Formulated to spritz protection into the body via the nose or the mouth—the same portals of entry most accessible to the virus itself—mucosal vaccines could head SARS-CoV-2 off at the pass, stamping out infection to a degree that their injectable counterparts might never hope to achieve.

    Now, nearly three years into the pandemic, mucosal vaccines are popping up all over the map. In September, India authorized one delivered as drops into the nostrils; around the same time, mainland China green-lit an inhalable immunization, and later on, a nasal-spray vaccine, now both being rolled out amid a massive case wave. Two more mucosal recipes have been quietly bopping around in Russia and Iran for many months. Some of the world’s largest and most populous countries now have access to the technology—and yet it isn’t clear how well that’s working out. “Nothing has been published; no data has been made available,” says Mike Diamond, an immunologist at Washington University in St. Louis, whose own approach to mucosal vaccines has been licensed for use in India via a company called Bharat. If mucosal vaccines are delivering on their promise, we don’t know it yet; we don’t know if they will ever deliver.

    The allure of a mucosal vaccine is all about geography. Injectable shots are great at coaxing out immune defenses in the blood, where they’re able to cut down on the risk of severe disease and death. But they aren’t as good at marshaling a protective response in the upper airway, leaving an opening for the virus to still infect and transmit. When viral invaders throng the nose, blood-borne defenses have to scamper to the site of infection at a bit of a delay—it’s like stationing guards next to a bank’s central vault, only to have them rush to the entrance every time a robber trips an external alarm. Mucosal vaccines, meanwhile, would presumably be working at the door.

    That same logic drives the effectiveness of the powerful oral polio vaccine, which bolsters defenses in its target virus’s preferred environment—the gut. Just one mucosal vaccine exists to combat a pathogen that enters through the nose: a nasal spray made up of weakened flu viruses, a version of which is branded as FluMist. The up-the-nose spritz is reasonably protective in kids, in some cases even outperforming its injected counterparts (though not always). But FluMist is much less potent for adults: The immunity they accumulate from a lifetime of influenza infections can wipe out the vaccine before it has time to lay down new protection. When it comes to cooking up a mucosal vaccine for a respiratory virus, “we don’t have a great template to follow,” says Deepta Bhattacharya, an immunologist at the University of Arizona.

    To circumvent the FluMist problem, some researchers have instead concocted viral-vector-based vaccines—the same group of immunizations to which the Johnson & Johnson and AstraZeneca COVID shots belong. China’s two mucosal vaccines fall into this category; so does India’s nose-drop concoction, as well as a nasal version of Russia’s Sputnik V shot. Other researchers are cooking up vaccines that contain ready-made molecules of the coronavirus’s spike protein, more akin to the shot from Novavax. Among them are Iran’s mucosal COVID vaccine and a newer, still-in-development candidate from the immunologist Akiko Iwasaki and her colleagues at Yale. The Yale group is also testing an mRNA-based nasal recipe. And the company Vaxart has been tinkering with a COVID-vaccine pill that could be swallowed to provoke immune cells in the gut, which would then deploy fighters throughout the body’s mucosal surfaces, up through the nose.

    Early data in animals have spurred some optimism. Trial versions of Diamond’s vaccine guarded mice, hamsters, and monkeys from the virus, in some cases seeming to stave off infection entirely; a miniaturized version of Vaxart’s oral vaccine was able to keep infected hamsters from spreading the coronavirus through the air. Iwasaki is pursuing an approach that deploys mucosal vaccines exclusively as boosters to injected shots, in the hopes that the initial jab can lay down bodywide immunity, a subset of which can then be tugged into a specialized compartment in the nose. Her nasal-protein recipe seems to trim transmission rates among rodents that have first received an in-the-muscle shot.

    But attempts to re-create these results in people yielded mixed results. After an intranasal version of the AstraZeneca vaccine roused great defenses in animals, a team at Oxford moved the immunization into a small human trial—and last month, published results showing that it hardly triggered any immune response, even as a booster to an in-the-arm shot. Adam Ritchie, one of the Oxford immunologists behind the study, told me the results don’t necessarily spell disaster for other mucosal attempts, and that with more finagling, AstraZeneca’s vaccine might someday do better up the nose. Still, the results “definitely put a damper on the excitement around intranasal vaccines,” says Stephanie Langel, an immunologist at Case Western Reserve University, who’s partnering with Vaxart to develop a COVID-vaccine pill.

    The mucosal COVID vaccines in India and China, at least, have reportedly shown a bit more promise in small, early human trials. Bharat’s info sheet on its nasal-drop vaccine—the Indian riff on Diamond’s recipe—says it bested another locally made vaccine, Covaxin, at tickling out antibodies, while provoking fewer side effects. China’s inhaled vaccine, too, seems to do reasonably well on the human-antibody front. But antibodies aren’t the same as true effectiveness: Vaccine makers and local health ministries, experts told me, have yet to release large-scale, real-world data showing that the vaccines substantially cut down on transmission or infection. And although some studies have hinted that nasal protection can stick around in animals for many, many months, there’s no guarantee the same will be true in humans, in whom mucosal antibodies, in particular, “are kind of known to wane pretty quickly,” Langel told me.

    SARS-CoV-2 infections have offered sobering lessons of their own. The nasal immune response to the virus itself is neither impenetrable nor particularly long-lived, says David Martinez, a viral immunologist at the University of North Carolina at Chapel Hill. Even people who have been both vaccinated and infected can still get infected again, he told me, and it would be difficult for a nasal vaccine to do much better. “I don’t think mucosal vaccines are going to be the deus ex machina that some people think they’re going to be.”

    Mucosal vaccines don’t need to provide a perfect blockade against infection to prove valuable. Packaged into sprays, drops, or pills, immunizations tailor-made for the mouth or the nose might make COVID vaccines easier to ship, store, and distribute en masse. “They often don’t require specialized training,” says Gregory Poland, a vaccinologist at the Mayo Clinic—a major advantage for rural or low-resource areas. The immunizing experience could also be easier for kids or anyone else who’d rather not endure a needle. Should something like Vaxart’s encapsulated vaccine work out, Langel told me, COVID vaccines could even one day be shipped via mail, in a form safe and easy enough to swallow with a glass of water at home. Some formulations may also come with far fewer side effects than, say, the mRNA-based shots, which “really kick my ass,” Bhattacharya told me. Even if mucosal vaccines weren’t a transmission-blocking knockout, “if it meant I didn’t have to get the mRNA vaccine, I would consider it.”

    But the longer that countries such as the U.S. have gone without mucosal COVID vaccines, the harder it’s gotten to get one across the finish line. Transmission, in particular, is tough to study, and Langel pointed out that any new immunizations will likely have to prove that they can outperform our current crop of injected shots to secure funding, possibly even FDA approval. “It’s an uphill battle,” she told me.

    Top White House advisers remain resolute that transmission-reducing tech has to be part of the next generation of COVID vaccines. Ideally, those advancements would be paired with ingredients that enhance the life span of immune responses and combat a wider swath of variants; skimp on any of them, and the U.S. might remain in repeat-vaccination purgatory for a while yet. “We need to do better on all three fronts,” Anthony Fauci, the outgoing director of the National Institute of Allergy and Infectious Diseases, told me. But packaging all that together will require another major financial investment. “We need Warp Speed 2.0,” says Shankar Musunuri, the CEO of Ocugen, the American company that has licensed Diamond’s recipe. “And so far, there is no action.” When I asked Fauci about this, he didn’t seem optimistic that this would change. “I think that they’ve reached the point where they feel, ‘We’ve given enough money to it,’” he told me. In the absence of dedicated government funds, some scientists, Iwasaki among them, have decided to spin off companies of their own. But without more public urgency and cash flow, “it could be years to decades to market,” Iwasaki told me. “And that’s if everything goes well.”

    Then there’s the issue of uptake. Musunuri told me that he’s confident that the introduction of mucosal COVID vaccines in the U.S.—however long it takes to happen—will “attract all populations, including kids … people like new things.” But Rupali Limaye, a behavioral scientist at Johns Hopkins University, worries that for some, novelty will drive the exact opposite effect. The “newness” of COVID vaccines, she told me, is exactly what has prompted many to adopt an attitude of “wait and see” or even “that’s not for me.” An even newer one that jets ingredients up into the head might be met with additional reproach.

    Vaccine fatigue has also set in for much of the public. In the United States, hospitalizations are once again rising, and yet less than 15 percent of people eligible for bivalent shots have gotten them. That sort of uptake is at odds with the dream of a mucosal vaccine that can drive down transmission. “It would have to be a lot of people getting vaccinated in order to have that public-health population impact,” says Ben Cowling, an epidemiologist at the University of Hong Kong. And there’s no guarantee that even a widely administered mucosal vaccine would be the population’s final dose. The pace at which we’re doling out shots is driven in part by “the virus changing so quickly,” says Ali Ellebedy, an immunologist at Washington University in St. Louis. Even a sustained encampment of antibodies in the nose could end up being a poor match for the next variant that comes along, necessitating yet another update.

    The experts I spoke with worried that some members of the scientific community—even some members of the public—have begun to pin all their hopes about stopping the spread of SARS-CoV-2 on mucosal vaccines. It’s a recipe for disappointment. “People love the idea of a magic pill,” Langel told me. “But it’s just not reality.” The virus is here to stay; the goal continues to be to make that reality more survivable. “We’re trying to reduce infection and transmission, not eliminate it; that would be almost impossible,” Iwasaki told me. That’s true for any vaccine, no matter how, or where, the body first encounters it.

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    Katherine J. Wu

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  • 4 Holiday Side-Hustles for Extra Cash

    4 Holiday Side-Hustles for Extra Cash

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    Opinions expressed by Entrepreneur contributors are their own.

    The holiday season is such a busy time that you might not think of taking on a side hustling gig. It’s the perfect time to do so because you are not the only one whose time is stretched to the limit. Everyone is going in ten directions at once; now’s your chance to step in, lend a hand, and make some excellent side-hustle money. Maybe you’d like to earn for that weekend getaway during the cold winter months or pay off those smoking-hot credit cards after your busy shopping season. Let’s look at some tremendous seasonal side hustles that also let you enjoy the fun of the holidays.

    Related: The Holiday Season Means More People Take on Side Hustles — the Difference This Year? They Don’t Plan to Quit Anytime Soon.

    1. Take your e-business live at a show or festival

    The holiday season is bustling with craft fairs and shopping festivals. Here’s your chance to combine a side hustle with valuable business research. My company, Hollywood Sensation Jewelry, has been an online business from the start. This year, my ingenious husband Anthony Hood suggested we participate in the Sunset Market, a huge outdoor market in Oceanside.

    Quite economically, we rented a booth, set up a tent and spent four hours selling Hollywood Sensation merchandise in public. I admit I had doubts about whether this would work for us, and I was even nervous about the public interaction. But, if you’ll forgive the pun, the results were sensational! We sold more than enough to offset our expenses. More than that, however, we got live feedback from real customers with whom we could speak one-on-one.

    If you have a product you’ve never taken out of the e-store, check your community calendar for upcoming festivals, conventions and fairs to get in on a new revenue stream and free market research. The cost of renting a booth will vary depending on the popularity and turnout of the event. I recommend starting small and scaling up if things go well. Be certain that you select an event that jibes with your brand. We might not want to take Hollywood Sensation Jewelry to a plumbing expo, but that sunset beach atmosphere was perfect for some glamor.

    Related: Unlike Many Things That Are a Lot of Work, Trade Shows Are Worth It

    2. Take your skills to the masses

    Do you have a knack for holiday décor? Fancy gift-wrapping? Event planning? Delectable baked goods? Well, not everybody does, and that’s why they need your services, especially at this time of year. Maybe you have a holiday cake or cookie recipe that gets rave reviews everywhere you go. Let folks at the office potluck and the church social know you’re available to bake one for them, too.

    Utilize social media to get your name out there as someone who can put up a beautiful Christmas tree (indoors or outdoors) and otherwise deck the halls. And don’t forget – while many people love to decorate for Christmas, almost no one loves taking it all back down again. Are you willing to do the untangling, repackaging and boxing of all that holly and mistletoe? Maybe you have a pickup truck and can haul away trees for responsible disposal.

    Sites like TaskRabbit.com let you create an account as a helping hand for a limitless variety of tasks and get customer reviews to build your reputation and bring in even more business. For example, TaskRabbit offers the following average costs for these services: “Party Clean Up” for $49-$80, “Toy Assembly” for $40-$99 and “Christmas Decorating” for $48-$86. You can even get paid to stand in line for someone else. I am not kidding!

    Related: 44 Profitable Ideas to Make Extra Money on the Side

    3. Reap the perks of a seasonal job

    Stores and delivery businesses always seek reliable help for the season. Showing yourself as an excellent seasonal employee means you can almost certainly be welcomed back the following year. And don’t forget – many stores offer their regular employee discounts to seasonal workers. If you’ve got your eye on an expensive purchase, you might get another 10% or more off the cost. My friend worked for five weeks at a home furnishings store and saved his family a bundle on new flooring and a refrigerator.

    Here’s another option: party companies are slammed this time of year, and they need people to prep, decorate, serve, check in guests, take coats, valet cars, conduct table games and clean up afterward. I have a friend who deals blackjack at holiday parties and enjoys it. She attends several fancy parties each year, hears the bands, meets fun people who are all having a great time and gets paid for doing it.

    Seasonal job salaries depend on your location, but here are some examples. On average, delivery companies pay about $16.00 per hour, warehouses about $13.80, and store gift wrappers earn around $12.00 an hour. When applying at retail stores with an eye on purchases, ask if their employee discount extends to seasonal help.

    Related: Start an Amazon Side Hustle and Earn Extra Money

    4. Be a sitter

    What do the holidays bring besides good cheer? Travelers! People have places to go and things to do, whether for an evening party, a busy shopping day away from the children or two weeks out of town. Ease their travel stress by being the person who holds down the fort. Reliable and friendly childcare, eldercare, housesitting and pet care take a load off everyone’s mind.

    It’s a relief to know someone is there to keep an eye on the house or check in on older relations to ensure all is safe. Once more, multiple gig websites let you register as a sitter (check out Rover.com or Care.com, for example). Or, get established in one neighborhood as a terrific house — or pet-sitter, and you’ll get more offers. Word gets around on the homeowners’ websites fast, and having multiple gigs in the same neighborhood adds to your convenience.

    Enjoy your holidays

    A holiday side hustle is more than just a way to supplement your income. Getting out into the holiday atmosphere is a great way to enjoy the season’s spirit, ease the stress for others and help create wonderful memories. Of course, giving is better than receiving, but if you can do both simultaneously with a holiday side hustle, that’s quite a reason to celebrate.

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    Mary Hood

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  • 5 Things to Do Now to Propel Your Business in 2023

    5 Things to Do Now to Propel Your Business in 2023

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    Opinions expressed by Entrepreneur contributors are their own.

    Entrepreneurship is a daily leap of faith. In times of economic uncertainty, that leap may feel like a dive off a cliff. We are in one of those times. It likely will take months to fully re-adjust to the forces that have pummeled the world’s economy, and to entrepreneurs, months can feel like years.

    With the right playbook, entrepreneurs can survive and thrive in whatever economic scenario. Here are five things you can do to propel your business ahead now and through the difficulties of business cycles for years to come.

    1. Learn the lessons of more challenging times

    A rocky economy presents a unique opportunity to make tough decisions about the business plan. Everything is open to reexamination. How has the market changed? Are your customers facing challenges that create new opportunities for your solutions? How do new conditions change your assumptions, and what actions do you need to take in response?

    Critically evaluate your product roadmap. Is this the time to pivot or become more aggressive with your current plans? Prioritize the highest margin features that are achievable in the next twelve months. Push out projects that don’t make that list, and re-assign resources accordingly. Re-assess pricing. Even as inflation tiptoes back from the highest levels in forty years, raw material and transportation costs remain way up. What will impact your customers if you adjust the pricing or add surcharges to offset these costs, at least temporarily?

    It’s been a rough year for hiring. Many companies took the talent they could get. If there are employees or gig workers who would fare better in a different job, now is the time to let them go. Make tough-minded corrections that will pay off overall — corrections that might be avoidable in less challenging times.

    Related: How to Turn Inflation and Recession into Your Largest Business Opportunity

    2. Tighten your grip on cash

    Venture capitalists are pulling back. In the third quarter, Crunchbase reported that funding for startups in U.S. and Canada fell 50% year-over-year. Valuations are down across the board. If you are fortunate enough to be a later-stage startup that benefited from VC largess in 2021, make your last raise last longer than intended.

    Keep your dry powder dry, and put off going for another round until the markets even out. Reemphasize the basics for early-stage companies with less market validation and greater distance between now and a potential exit. Delay all capital expenditures. Leverage the hybrid work model if possible, to reduce rent and other office expenses. Continue with Zoom or Google Meet. Now is not the time to rack up travel costs. Re-negotiate fees and terms with service providers. Seek credit terms with key suppliers, in a word, bootstrap.

    3. Talk to customers, in person. Now.

    How have the business needs of your customers — whether paying or beta — changed over the last 18 months? Are there benefits to your solution that have more recognized value now? Nearly every business, for example, from corporates to startups, has been forced to re-learn the lessons of supply chain management. Startups that can help their customers make better business decisions based on artificial intelligence (AI), reduce costs by improving inventory management or protect against out-of-stock scenarios by identifying and building relationships with new, more local sources of supply will have an edge.

    Related: Finding Validation in Serving Customers

    4. Non-dilutive capital

    According to PitchBook, venture capitalists are showing greater interest in portfolio companies “whose satellite, robotics and software tools can do double duty” in military and commercial markets. International conflicts are one reason, of course.

    Another is that the defense and military security industries are generally viewed as recession-proof. Our firm routinely encourages portfolio companies to consider non-dilutive funding from the Small Business Administration — grants to support cutting-edge technologies range from $150,000 to more than $1 million.

    Navigating the application process isn’t for the faint of heart. A startup must be realistic about the work involved, but in many states, there are resources to help. Besides the funding, severe responses to agency requests for proposals are reviewed and evaluated by technologists. At a minimum, this can be terrific feedback and a great source of industry contacts.

    5. Blue-chip cultures attract blue-chip talent

    Company culture can be an asset or a liability. An inclusive, rich culture helps key hires say yes. Finding stakeholders that believe what you believe and are aligned with your team’s values significantly improves the odds that they will stick with you in good times or bad.

    After months of “great resignation” fever, the over-heated demand for talent may be cooling off. Maybe offers aren’t as fast or grand as they were a year ago. Maybe Twitter won’t be the only advanced technology business to let people go. Regardless, the search for great talent isn’t a faucet that a young company turns off and on. A startup might modulate the timing or the number of hires but stand at the ready to recruit and filter for culture fit.

    Related: 3 Ways to Stay Competitive in the War for Talent

    With the right mindset and intentional approach, an entrepreneur can make 2023 a year to strive and thrive. As Yogi Berra, my favorite baseball player of all time, said, “Swing at the strikes.” In business, like baseball, the right swing can turn even the most challenging pitch into a hit.

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    Tom Walker

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  • Should You Prioritize Growth or Profitability in a Recession? The Answer May Surprise You.

    Should You Prioritize Growth or Profitability in a Recession? The Answer May Surprise You.

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    Opinions expressed by Entrepreneur contributors are their own.

    This year has seen economic slowdown, and war combine into a cocktail that’s now fueling fears of a across business sectors, driving uncertainty in everyone from to investors to employees. Such uncertainty is forcing business leaders to reprioritize and scale back their once-ambitious growth plans. And now, as go up and valuations go down, more and more businesses are returning to prioritize what was once the only way to ensure a business’s success — positive free .

    All of this is a very strong reminder for all businesses, but particularly startups and , that it’s vital to build a company to make money — in both good times and bad. Prioritizing free cash flow is the only way to manage against forces outside of your direct control.

    Related: Never Worry About Cash Flow Again by Using These 5 Strategies

    Positive free cash flow isn’t a luxury

    Many entrepreneurs, especially as they start their businesses, begin at a deficit. While this is expected (“You’ve got to spend money to make money,” as the saying goes), too many businesses, especially in the last decade or so, have spent too long in the unprofitable growth stage. Many notable companies in tech are now faced with hard decisions with real consequential and disruptive effects, including dramatically curtailing investments and layoffs.

    This recent and too-common strategy of sacrificing profitability for growth’s sake can and has worked for some companies. Private and public capital markets faced with a low-interest rate environment have been heavily anchored on the high growth segments of the to deploy their capital. This capital glut has distorted long-term value drivers of business, i.e., the relationship between revenue growth rate and free cash flow margins. Given the valuation rewards, too many have solely built their businesses for high growth at all costs.

    For most companies, prioritizing profitability and free cash flow should be seen as the norm. Many business leaders might be surprised that doing so doesn’t materially impact revenue growth.

    Speaking frankly, if you’re running a $100+ million organization that is just burning cash, it is a hobby. That doesn’t mean leaders shouldn’t invest in the business, it’s simply a question of prioritizing with the goal of also generating positive free cash flow.

    Businesses are meant to turn a profit. While Wall Street has recently been exceptionally forgiving to growing but unprofitable companies, this historically has not been the case. With extremely low interest rates since the financial crisis of 2007-08, there have been little to no penalties for taking risks on fast-growing but heavily cash-burning companies. The phrase TINA — there is no alternative — came about as a result of the extremely low interest rates providing a significant incentive for investors to chase growth without considering risk, as they had few opportunities to realize returns with lower risk. With interest rates normalizing, however, there are very real investment alternatives to high growth, and valuations for growth are down substantially as a result.

    Now that we’re trending towards a “normal” economy as interest rates return to something approaching long-term historical levels, it’s time for business leaders to return to managing their business operations for these “normal” times. Capital access is going to be tougher now, and investors will demand more balance between growth and free cash flow after the initial phases of product-market fit are established.

    Related: How to Maintain Profitability in a Changing Market

    Prioritizing what’s important

    For owners and startup founders who have been less concerned with generating free cash flow and are looking to bolster their balance sheet, there are a few things you can and should do immediately.

    First, you must determine the math that will allow you to control your burn. You and your team need to find a realistic revenue trajectory and break-even point. Without realistic expectations for your near and long-term revenue and fixed expenses, you and your team can never plan for responsible, realistic and profitable growth.

    Once you have your revenue and break-even point, you should be able to figure out what you can plan to spend. Armed with that spend number, it’s time for leadership at all levels to take a look at how their activities connect to revenue. This is where you need complete buy-in from your team and likely a significant change in mindset.

    People get sloppy in good times, which we’ve all been fortunate to enjoy for the last decade. There’s more room for experimentation when horizons are far out, but now as horizons shorten, pies shrink and forecasting becomes less sunny, business leaders must get ruthless about prioritizing projects that are driving revenue — everything else must be seen as a luxury. Projects outside revenue drivers will likely need to either operate off a slimmed-down budget and with more creativity or put on the shelf until sunnier days come.

    Being honest is going to be important here. Be honest with yourself as the business leader about your growth and spending trajectories, with your team about what can and will be prioritized and with investors about what you’re doing to generate cash flow. Setting these expectations will be key to keeping your employees motivated and engaged during what can be a stressful time.

    Related: Positive Cash Flow and Smart Financing Solutions

    Focus on productivity

    As I’ve seen various economic cycles come and go, there are always two terms that seem to come back with a vengeance at every downturn — efficiency and productivity. While there is nothing wrong with having an efficient operation, it seems to me that many companies and leaders only prioritize efficiency when times get tough.

    Instead, I wish leaders focused more on productivity. For many, it will be a return to early startup days when teams were lean and scrappy. It’s incredible what teams can do when focused on making the highest impact on the highest priority work. Get your teams focused and aligned on the right things, and cut out the low-priority items. You’ll be amazed at what can be accomplished.

    There is nothing wrong with making operations more efficient, but this can’t and shouldn’t be a short-term fix that goes out the window the second things look brighter, and neither should a focus on productivity. If and when we climb out of inflationary and recessionary periods, and your team goes right back to prioritizing growth over cash flow, you will likely find yourself in a similar situation the next time the markets begin to dip.

    Related: Why Founders Should Focus on Productivity Instead of Efficiency

    It is easier to burn cash than to generate positive free cash flow. That is to say, it’s easier to defer hard decisions instead of making them now. If the last few years have taught us anything, it’s that the future is unpredictable, and businesses — especially SMBs and startups — would be wise to shore up a safety net built on a foundation of profitability. Be realistic with your revenue and spending expectations, and prioritize projects that represent the best opportunities to drive growth and efficiency. This will enable long-term sustainability in good and bad times.

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    Yancey Spruill

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  • The 4 Biggest Difficulties Every Entrepreneur Faces

    The 4 Biggest Difficulties Every Entrepreneur Faces

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    Opinions expressed by Entrepreneur contributors are their own.

    The path to success as an can take many different forms, and no matter what path you choose, difficulties will always exist. It’s easy to become a bit of a skeptic when it comes to doing . The truth is, it’s not easy — and it’s not for everyone. It takes hard work and determination to succeed, no matter how cliché it sounds.

    You also have to recognize challenges as bottlenecks — not as signs of failure, but as obstacles to be overcome. To prepare yourself for any difficulties you might encounter along your entrepreneurial journey, here are some of the most common challenges you should expect to face, along with tips on how to overcome them:

    Related: Entrepreneurship Is All About Overcoming Obstacles

    1. Cash may run out, but it’s not the end of the world

    Cash is one of the most challenging elements of running a business. You have to ensure enough cash is coming in to keep everything and everyone up and running. Companies often go through periods of low cash flow, during which they may have to delay or cancel projects, hire less staff or even shut down entirely.

    Why do entrepreneurs end up low on cash? Well, most of the time, it is a result of a slowing , but it can also occur due to a client going bankrupt or because marketing efforts aren’t working as well as initially anticipated. It could also be that they might not have predicted the amount of money they would need for various aspects of their business.

    When you find yourself in any of these scenarios, managing your cash flow should be your top priority. You can always get a line of from another bank or company that charges very low-interest rates. Managing your credit, however, is a different topic we’ll get into later.

    2. You can’t please everyone, but you can always learn from naysayers

    Try to be on the right side of your own decisions. If you are doing something that you’re passionate about, then it’s easy to convince yourself that people will want what you have to offer. You need to make sure that every decision you make is made with confidence and conviction.

    It’s also important to understand that it’s normal for people to be indifferent toward a certain idea or person. Perhaps they have a preexisting opinion about you or your business that prevents them from considering it fully.

    Besides preconceived notions, consider that naysayers’ lack of interest might also be caused by familiarity, ignorance and fear. You must uncover what causes them and provide a solution.

    Having doubters doesn’t mean your idea or business isn’t good — it could mean that it just needs more work! DOUBTS ARE GOOD! They mean that something is missing from what would be perfect.

    Related: How to Maintain Motivation When Surrounded by Naysayers

    3. Clients are not here to stay — so give them more reasons to

    In the world of entrepreneurship, there are many ways clients can influence your business. They can be a great source of knowledge, especially if they’re interested in what you’re doing and how you do it. In this way, clients can be valuable resources for your company.

    However, it’s important to remember that they are also customers who will want things from you. So, while they may share information and provide valuable feedback, they may also expect different things from you than they did before.

    The difficulty here is that it’s up to you as an entrepreneur to make sure that their expectations are met and that they feel satisfied with their experience with your business. As an entrepreneur, having strong relationships with your clients is the key to remaining competitive while growing your business.

    4. Credit is tough to manage until you’re left with no choice

    Entrepreneurship is a risky endeavor, and credit can be a big problem. But it won’t be a big problem if you know what you’re doing.

    The credit system is a lot like a double-edged sword. On one side, it can help entrepreneurs get the resources they need to start and grow their businesses. On the other side, it can be a hindrance when it comes to keeping your business afloat.

    For example, if you have a loan or line of credit with a bank, your business will have to pay interest on that loan every month. This means that if you don’t pay your bills on time, the bank will take more money out of your account than they’re supposed to — and then charge you more in interest for the money they took out of your account. This can lead to serious financial problems for you and your business.

    To overcome problems with credit and keep your business running smoothly, you’ll need to have an understanding of all the options available to you and then make sure you take advantage of them.

    Related: 3 Tips for Young Entrepreneurs on the Power of Credit

    Important takeaways

    • Having a lot of cash on hand might seem like a good sign, but you must also strike a balance between having an excessive amount out of precaution and not having enough. When you have too much cash, you may be missing out on investment opportunities that could increase your profits.

    • Instead of letting naysayers scare you away from making progress, focus on finding out where the holes are and filling them in before moving forward.

    • Give your clients a sense of ownership, and acknowledge the importance of the role they play in your company’s success.

    • Be smart when it comes to credit, and be aware of all the options available to you.

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    Roy Dekel

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  • 3 Essential Steps for Startups to Keep Enough Cash in the Bank

    3 Essential Steps for Startups to Keep Enough Cash in the Bank

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    Opinions expressed by Entrepreneur contributors are their own.

    Until your startup is profitable and generating positive cash flow, there is one fundamental question you should be able to answer at any time: How much runway do you have left? Many founders think this question refers to when their cash balance hits zero. Unfortunately, you’ll be in trouble well before then.

    As your cash balance approaches the danger zone, your auditors may issue a “going concern” memo. Your bank might get nervous, restricting access to critical facilities. Key vendors will become worried when you start stretching out payments, tightening credit terms or even requiring cash up front before they ship that next order.

    You need to know the point at which your cash balance gets so low that you risk losing control of your company. Here are three essential steps to ensure you always have enough cash in the bank:

    Related: 10 Expert Tips on Managing Cash Flow as a New Business

    1. Calculate how many months of cash you have

    From the early days of , insisted on having at least enough cash in the bank to keep the company alive for 12 months if revenue dropped to zero. Gates understood that cash equals control, and he never wanted to find himself in a position where he NEEDED money from someone else to ensure the company’s survival.

    When considering how much of a cash balance you need to maintain, use your forward-looking monthly forecast for operating expenses, purchases and capital expenditures. Don’t rely on historical spending patterns. Most startups are on a growth trajectory that regularly ramps costs and investments, which means your forward-looking targets will be higher.

    2. Review these two simple ratios each month

    Just looking at your cash balance as an indication of financial health ignores the state of the rest of your balance sheet. Most importantly, how do your current assets compare to your current liabilities, defined as liabilities that must be settled in the next 12 months? Two simple ratios should be a consistent part of your monthly reporting: the quick and current ratios.

    The quick ratio measures your company’s ability to cover current liabilities with your most liquid assets, such as cash, marketable securities and net accounts receivable (“quick assets”). The formula for the quick ratio is: Quick Assets / Current Liabilities.

    The current ratio, a less conservative measure, compares all of your current assets, including inventory and prepaid expenses, to your current liabilities. The formula for the current ratio is: Current Assets / Current Liabilities.

    These ratios help uncover hidden problems that a seemingly healthy cash balance might mask. For example, when your business starts to miss sales targets, you will likely begin to stretch out payments to vendors to maintain your target cash balance. The current and quick ratios can let you know when those deferred payments are creating a risk level in current liabilities that could soon get out of hand.

    The target for these ratios will vary from company to company. Big red warning lights should flash if you have a ratio under 1.0. Your might want you to maintain a certain ratio to avoid triggering a fundraise or sale process. There might be industry averages that you can use to benchmark your company against peers.

    Assuming you have debt facilities in place, your bank might also have a point of view — which leads us to the third step.

    Related: Long-Term Success Starts With Managing Your Startup’s Runway

    3. Keep an eye on your bank covenants and “Events of Default”

    Another reason that simply relying on your monthly cash balance is a mistake is that you likely have debt facilities that you’ve used to strengthen your cash position. Triggering a default with your lenders can leave your company in a precarious position.

    First, be aware of your financial bank covenants. Often these covenants include a quick or current ratio target that you must maintain throughout the term of the loan. This is the bank’s way of ensuring you have enough liquidity to stay current on payments and eventually pay off your debt.

    Also, be aware that insolvency can trigger a default condition, which allows your bank to call your debt and demand full repayment. This provision is usually tucked away deep in your loan agreement, under the section called “Events of Default.” Insolvency is a technical term meaning that your total liabilities exceed your total assets. You can have cash in the bank, make your debt payments on time and still be technically insolvent.

    Maintaining adequate cash and liquidity levels is the key to always staying in control of your company’s prospects. With so much to think about as a founder, it’s easy to get lost in the weeds of weekly reporting and performance metrics. When all is said and done, spend a little extra time each month taking these steps to reassess your company’s financial health, and you’ll avoid nasty surprises that suddenly narrow your future options.

    Related: 5 Ways to Keep Your Business Finances Healthy

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    Eric Ashman

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