“My company’s cash flow is tight: what options can I consider?” A cash flow need can arise without necessarily meaning that the company is in difficulty. An increase in activity may require the company to finance more purchases or operating expenses before receiving payment for the related sales. A major customer may pay later than expected. Seasonal activity or an exceptional expense may also create a temporary cash flow need. When this happens, the first reaction is often t

“We have grown, but our organization still operates as it did when we were a team of ten.” As a small business grows, its organization often evolves gradually. A new employee joins, a new task emerges, an Excel spreadsheet is created to address a specific need, new software is added, or an informal procedure develops between two people or departments... Each solution addresses a specific issue at the time it arises. But as the business develops, these successive solutions can

“I receive a lot of figures, but I don't know which ones I should focus on.” Revenue, margin, profit, cash flow, backlog, inventory, number of new customers, payment terms, production volume… Businesses have access to a wealth of information, and digital tools now make it possible to produce an ever-increasing amount of data, more quickly than ever before. However, having access to a large amount of information does not necessarily mean managing a business more effectively. F

“My revenue is increasing, my business is profitable… so why do I keep needing more cash?” This is a situation many SME business leaders face. The business is growing, the order book is filling up, and the company is generating profits. Yet cash remains tight and may even deteriorate as activity increases. A profitable company can still experience cash shortages: we explained this in our article on the difference between cash flow and profit. The following explains the mech

“My company is profitable… but which customers, products, or activities actually contribute the most?” Most SME business leaders know their company's overall financial result. However, they are less likely to have the information needed to understand what is actually driving its profitability. Financial accounting shows the company's overall profit or loss. It meets accounting, tax, and statutory requirements and is an essential management tool. However, it provides a broad v

"Everyone is talking about artificial intelligence… but what will it actually change for my company's accounting and financial management?" Artificial intelligence has become an increasingly prominent topic over recent months. New tools emerge every week, and announcements continue to highlight the productivity gains they could deliver, as well as their potential impact on business organization and the evolution of certain professions. For SME business leaders, it is not al

"My team spends a great deal of time entering invoices, performing bank reconciliations and following up on overdue payments... There must be a more efficient way." This is a common refrain among SME business leaders. Today, there is an answer. A new generation of accounting software automates a large proportion of administrative tasks by combining cloud technology, artificial intelligence, optical character recognition (OCR), integration between software systems, and—soon—

"My business is profitable… so why am I running short of cash?" This is a question many SME business owners ask themselves. The answer lies in a fundamental distinction: profit and cash flow are two very different concepts. Understanding the difference is essential to managing your business effectively and making informed decisions. Profit: A Measure of Financial Performance Net profit is the difference between your income (primarily sales revenue) and your expenses (purchase