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| Author : | Leita Hart-Fanta, CPA |
| Status : | Production |
| CPE Credits : | 4.5 |
| IRS Credits : | 0 |
| Price : | $60.00 |
| Passing Score : | 70% |
| Course Type: | NASBA QAS - Text - Technical - NASBA Registry |
| Primary Subject-Field Of Study: | Finance - Finance for Course Id 1118 |
| Description : | Cash flow keeps your operation alive because cash is the most powerful and flexible asset your business can have. The Four Principles of Happy Cash Flow reveals four simple rules to keep the cash flowing through your business. In addition to these principles, the course covers such concepts as using profit margins, minimizing inventory, increasing volume, collecting money faster, and stretching vendor payments. This self-study course is for anyone who wants to stop leaning on credit, start a business, or improve cash balances in an established businesses. |
| Usage Rank : | 0 |
| Release : | 2020 |
| Version : | 1.0 |
| Prerequisites : | None. |
| Experience Level : | Overview |
| Additional Contents : | Complete, no additional material needed. |
| Additional Links : |
The Four Principles of Happy Cash Flow Yellowbook CPE com
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| Advance Preparation : | None. |
| Delivery Method : | QAS Self Study |
| Intended Participants : | Anyone needing Continuing Professional Education (CPE). |
| Revision Date : | 04-Sep-2020 |
| NASBA Course Declaration : | Participants must complete the final examination within one year of purchase and with a minimum passing grade of 70% or better to receive CPE credit unless otherwise noted on the Course History page (i.e. California Ethics must score 90% or better). After logging in click on the Course History links on your My Courses page for the Begin date and Expire date for the Final Exam. |
| Approved Audience : | NASBA QAS - Text - Technical - NASBA Registry - 1118 |
| Keywords : | Finance, Four, Principles, Happy, Cash, Flow, cpe, cpa, online course |
| Learning Objectives : |
Course Learning Objectives
Chapter 1
2. Identify the phases of the business cycle and where cash flow principles are best applied Chapter 2
Chapter 3
2. Distinguish between metrics used to measure the speed of the cash conversion cycle Chapter 4
Chapter 5
Chapter 6
Chapter 7
Chapter 8
Chapter 9
Chapter 10
2. Identify the steps for creating a step-by-step cash flow forecast |
| Course Contents : | Chapter 1 – Generating Cash Flow Learning Objectives What’s So Great about Generating Your Own Cash Flow? How to Generate Cash Flow What Are the Four Principles of Happy Cash Flow™? The Principles Apply Only to the Sales Phase of a Business Cycle Chapter 1 Review Questions Chapter 1 Review Question Answers and Rationales Chapter 2 – The First Principle: Use Other People’s Money Learning Objectives How Not to Do It How to Do It What You Can Do Chapter 2 Review Questions Chapter 2 Review Question Answers and Rationales Chapter 3 – The Second and Third Principles: Cut the Number of Days in the Cycle, and Pump up the Volume Learning Objectives The Second Principle: Cut the Number of Days in the Cycle Cash Conversion Cycle Metrics to Measure Your Success DSO Accounts Receivable Aging Why Even Have Sales Outstanding? DSI Days between Billings Replaces DSI for Service Organizations DPO A More Equal Arrangement How the Metrics Add Up What Does Positive 40 Mean? Now What Does Negative 42 Mean? Little Things Can Add Days to Your Cash Conversion Cycle The Third Principle: Pump up the Volume Chapter 3 Review Questions Chapter 3 Review Question Answers and Rationales Chapter 4 – The Fourth Principle: Put a Little in, Get a Lot Out Learning Objectives Generating Corporate Profit Generating Revenues in Excess of Expenditures The McDonald’s “Want Fries with That?” Concept Governments Have Plenty of Fries Chapter 4 Review Questions Chapter 4 Review Question Answers and Rationales Chapter 5 – Successful Applications of the Four Principles of Happy Cash Flow™ Learning Objectives Who Is Doing It Right? Walmart Southwest Airlines ZARA Fashions Free Checking? Apple Computer Chapter 5 Review Questions Chapter 5 Review Question Answers and Rationales Chapter 6 – Is It Possible to Apply the Principles to Your Organization? Learning Objectives The Big Boys Can Do This, But Can I? It Won’t Work in My Industry Two Different Philosophies in the Same Industry A Pizza Franchiser A Tradeoff Between the Principles Other Models A Service Model – a Contingency Lawyer The Federal Grant The Multi-Level Marketer What to Do Next Chapter 6 Review Questions Chapter 6 Review Question Answers and Rationales Chapter 7 – Speed up Collections Learning Objectives What Can You Do to Collect from Customers Faster? Strategies to Apply Before Your Sale Purchase Credit Insurance Differentiate Your Product So That They’ll Think Twice about Paying Late Negotiate for Earlier Access of Bank Funds Strategies to Apply During Your Sale Educate Clients about Your Expectations Have Salespeople Profile Customers Screen Customers for Credit Worthiness Limit Terms Document Customers’ Change Orders Get a PO Because It Is a Contractual Obligation Identify Payer Needs Strategies to Apply upon Delivery of and Billing for Goods or Services Get Proof of Delivery Invoice Correctly Sell COD Use a Financing Company Accept Credit Cards Reward Salespeople for Collections Strategies for Dealing with Delinquent Payments Call or Email Frequently Review Aging Reports with Managers and Salespeople Cut off Services Use Collection Agents Use Repo Agents Sell Uncollected Accounts Receivable Take a Lien Ideas for Minimizing the Billing Component Receive Payments Before the Customer Receives Complete Goods or Services Get Deposits from Customers Pre-Bill Where You Can Use Milestone Billing for Long-Term Projects Receive Payments Automatically Or Electronically Automatically Debit Customers’ Accounts Bill on the Internet Invoicing Bill When Customers Are Most Likely to Pay Invoice as Frequently as Possible Ask for Payments More Frequently Send out Statements Chapter 7 Review Questions Chapter 7 Review Question Answers and Rationales Chapter 8 – Minimize Inventory Learning Objectives The Dangers of Inventory Buying Products in Hopes That Someone Will Buy Them Is Dangerous Storing Inventory Is Costly A Less Costly Scenario An Innovative Way to Move Inventory How Can You Reduce Your Inventory? Product-Related Practices Improve the Quality of Your Products or Services Use Kaizen/Six Sigma Principles to Garner Efficiencies Stock Only Items That Have a Quick Turnaround Reduce Models and Options Use the Same Inventory Items to Create Multiple Products Sell Byproducts of the Manufacturing Process Customer-Related Practices Evaluate Clients Manage Customer Expectations Limit Returns Reduce Rental and Try-Before-You-Buy Programs Vendor-Related Practices Order Inventory Just-in-Time Make Products to Order Instead of to Sell Outsource Components Pay Only as You Use the Inventory Set up Vending Machines Make the Vendor Keep the Inventory Have Vendors Ship the Inventory to Customers Order in Real Time Employee-Related Practices Allow Only Limited Access to Inventory Reward Employees Chapter 8 Review Questions Chapter 8 Review Question Answers and Rationales Chapter 9 – Stretch Payments to Vendors Learning Objectives Be Very Careful When Stretching Payables Ideas for Stretching Payments Paying Just on Time Hold Stacks of Checks for Later Payment Pay with Credit Cards Paying Late Use Excuses Lose the Invoice Use Remote Accounts to Disburse Funds Form a Friendly Relationship with Vendors Be Consistent in Your Lateness Paying Less than the Balance Net Payments When Vendors Are Also Customers Pay a Little Bit on Outstanding Balances Take Major Vendor Discounts Even If You Pay Late Take a Discount or Pay as Late as Possible? Chapter 9 Review Questions Chapter 9 Review Question Answers and Rationales Chapter 10 – Now You Can Project Your Cash Flow Learning Objectives Use Forecasting to Manage Cash Is Forecasting a Waste of Time and Money? Other Benefits of a Cash Flow Projection Step-by-Step Cash Flow Forecast Step 1: Planning Step 2: Generate the Numbers Revenue Projection Define the Unit of Revenue Come up with Assumptions Expense Projects Consider Balance Sheet Items Tighten Projection Step 3: Sell Forecast to Stakeholders Step 4: Monitor Step 5: Revise Make Your Forecast Work for You Make it Worthwhile to You Use Understandable Language Be Patient, Realistic, and Flexible Communicate, Communicate, Communicate Hold Managers Accountable Chapter 10 Review Questions Chapter 10 Review Question Answers and Rationales Glossary |
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