The Next Thirteen Weeks
Who this book is for
Người làm tài chính trong doanh nghiệp Việt Nam, kế toán trưởng, phụ trách tài chính, người kiêm cả sổ sách lẫn dòng tiền ở công ty vài chục người. Người đọc là NGƯỜI LÀM NGHỀ: họ giữ con số và phải giải thích chúng, nhưng người quyết chi thường là người khác. Sách nói về tài chính DOANH NGHIỆP, không phải đầu tư hay tài chính cá nhân.
Sound familiar?
- Only learns cash is short when the bank balance drops.
- Has a forecast that nobody updates after week two.
- Forecasts from planned revenue rather than from cash that will actually arrive.
- Doesn't know which week of the quarter is the tightest.
After reading, you can
Help a finance person build and maintain a rolling thirteen-week cash forecast.
Each chapter answers one question
Chapter 1: Why thirteen weeks, and not a whole year?
Looking thirteen weeks ahead, which week will be tightest?
Far enough to have time to react, close enough to be predictable: that is why this number exists.
Chapter 2: Should my first forecast be pretty, or just done?
Which sources do I build this sheet from?
The first sheet does not need to be pretty; it needs to be done in one sitting with real numbers.
Chapter 3: Why do cash forecasts die in week three?
Who updates this sheet, and on which day each week?
A forecast dies in week three if updating it belongs to nobody.
Chapter 4: What's an accurate forecast worth if nothing changes?
Which of my decisions did this sheet change last quarter?
A sheet only has value when it changes a decision before things happen.
Chapter 5: Does my plan only work if nothing goes wrong?
If my largest customer paid sixty days late, what would happen?
A sheet with only one scenario is only right when everything goes to plan.