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Strategies to Improve Cash Flow Management for Startups

The Startup Magazine

Image source Startups often face unpredictable revenue streams and mounting operational costs, making cash flow management particularly challenging. For example, startups might find they are paying for unused software subscriptions or can renegotiate vendor contracts to save costs.

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Revenue Recognition’s Effect On M&A

YoungUpstarts

There has been a lot of chatter regarding changes in revenue recognition criteria lately, but the effects it will have on the evaluation of companies planning an exit is just beginning to emerge. Specifically, the new standard will follow a five step model for revenue recognition: Identify the contract (the deal that has been reached).

Revenue 124
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SayAhh’s Revenue Projections

Feld Thoughts

While Jane was building SayAhh’s revenue projections , Dick focused his attention on building the expense side of the projections. Before building his projections, Dick needs to make three main decisions: Should he build a simple cash forecast or a set of projected financial statements? How should he account for unforeseen expenses?

Revenue 130
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The Benefits of Using Furniture Retail Software for Streamlining Operations

The Startup Magazine

Incorporating tailor-made software can transform business practices and offer benefits. This piece delves into how furniture retail software improves effectiveness. Software for furniture s treamlines this task by providing real-time updates that help maintain stock levels and prevent overstocking and stockouts.

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How to Forecast Sales

Up and Running

Sales forecasting is much easier than you think, and much more useful than you imagine. You review and revise your forecast regularly. Since sales are intimate with costs and expenses, the forecast helps you budget and manage. Since sales are intimate with costs and expenses, the forecast helps you budget and manage.

Forecast 119
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What Makes an Entrepreneur? Four Letters: JFDI

Both Sides of the Table

I spent nearly a decade building software for large companies and then advising companies on the same. The company had less than $5 million in revenue yet we had a multi-tab spreadsheet doing activity-based costing on our customer service staff, operations and technology. If you’re not then you’re not trying hard enough.

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Start-ups are all Naked in the Mirror

Both Sides of the Table

Our software wasn’t fully baked. We had one of the largest US software companies talk about buying us. As the economy soured and people grew wary of buying Internet software (we were SaaS as early as 1999 – our buyers were certainly “early adopters&# ) and life grew more difficult. We were unprepared.

PR 331