Strengthening the SME Weaponry: Turning Negatives to Positives
The Australian dream; owning your own business, following your passion, doing what you love. For most SME’s one or all of these is the driver of business ownership. Approximately 96% of Australian businesses are small, employing 4.5 m people and referred to as the engine room of the economy.
One of the biggest obstacles and inhibitors to growth of the SME is scarcity of funds for expansion, innovation and job creation. In recent times we have watched and listened to some very sad stories concerning finance arrangements within the SME sector.
This is NOT a commentary on those stories. However, in all things unpleasant there is always an “up” side and there would appear to be a thread emerging that begs a few questions that if used positively may assist the SME to advance its position and strength when dealing with its financial providers.
These questions are:
1. Can the SME improve its business awareness BEFORE it commences business?
2. Can the SME arm itself for a business life to be better prepared for both adverse times and growth stages during the life of the business?
3. What weapons can the SME cultivate to help its cause?
4. Can SME businesses forge a better and seemingly more equal partnership with its financial provider?
The overarching answer to all questions is that of preparation. The 80/20 rule of preparation/delivery (respectively) is close to being fool proof whatever the field of endeavor. This commentary delves inside some of these preparatory items to find further answers.
#1. Before Starting a Business.
Opening a new business is often a highly charged emotional experience. It is exciting, challenging and rewarding. Euphoria can be high.
BUT, it is vital to do ALL the homework, this is not the place to list all the “to do’s”, but valuable advice is readily available from the ATO web page and similar. Don’t skimp on this preparation, it is the very foundation of the future business progress. Be as honest and realistic as possible. If it doesn’t stack up, move to Plan B.
Improve Business Awareness before starting
#2. Buying an Established Business
Purchasing an ongoing business gives an added sense of comfort as ground work has already been done. There are figures to analyze, a business pattern to follow making it is easier to decide if it is a business that fits within a desired framework.
The same due diligence must be given to the scrutiny and analysis of the business as in #I. Ask the questions of peak trading periods, trading troughs and staffing. Ensure your Accountant reviews the financial statements and discuss the business with your Banker / Financial Provider. It is essential to keep these professionals in the loop.
Be prepared when purchasing a business AND start a relationship with your banker
#3. Refinancing / Needing a Loan
The time will come when the business will need an injection of cash, to renovate, expand, diversify or add to inventory etc. This would generally occur a few years down the life of a business. By this stage there should be clear evidence of performance, financials and a future business plan.
This means ensuring that accounts are kept up to date, the cash flow position is current and a business plan constantly updated that includes historical performance as well as future plans.
Financial awareness and being on top of the business are important weapons for the SME
#4. Legalities
Not very many people’s favourite subject but they must be done! The most obvious is the lease of premises for the business. It is advisable to have a legal person act for you BUT do try to get a head around the document. A lease is a protection for both parties so understanding its general content is important. Never accept a verbal understanding as a “given”, written and signed documents are a must.
Always ask the questions, read the fine print and never sign anything if there is any doubt.
Under this heading can be included all the tax obligations, BAS and workplace conditions etc. The “authorities” are not overly sympathetic to noncompliance because “you didn’t know”.
Knowledge & copies of agreements are strong weapons.
#5. Business Maintenance
This reiterates the fundamentals of the Refinancing paragraph. It cannot be stressed enough the importance of maintaining current data. The following 4 modules are not absolute but use them as reminders to keep focused.
Business Maintenance also summarizes the answer to Q4. Nothing excuses malpractice and unethical behavior. To be in a position of strength and to nurture a positive and respectful relationship with its financier it is clear the SME must do the homework, sharpen the weaponry by always being on top of the finances, keeping a current business plan and understanding key legal issues.
By doing these, hopefully an equal relationship will be formed, misunderstandings reduced and ‘doing business’ will be of mutual benefit.
Once more the SME can ‘Show The Way”
Researched and Written by Jennet Cunnington