Client Testimonials

Bob Taber & his staff have looked after our financial needs since 1986. His expertise & diligence have always been greatly appreciated, we are so lucky. Many thanks.

As a widow I am very satisfied and very confident knowing all my financial investments and accountancy affairs are looked after.

 

We are extremely pleased and satisfied with the service we have received. The staff are always friendly & helpful. "A breath of fresh air!!"

Been a client since the 1960's and always been very happy in all Cutcher & Neale have done.

We have a productive, personalised & professional relationship with our contacts at C&N. They go above & beyond to provide service that is excellent (timely, accessible & open). Thank you so much.

Be proactive to your forward orders

In a period of economic downturn, maintaining your margins and cash flow cycle is critical.

Your forward orders give an invaluable insight into your business future and provide an opportunity to plan and implement strategies to ensure your business is running as efficient as possible.

By taking note of your forward orders you can be proactive in the following areas:

  • Inventory control - reduce stock levels to the minimum required. Be in communication with suppliers to see how quickly goods can be provided and only order when required.
  • Financing - update your cash flow forecast based on the forward orders to predict cash levels. If needed, meet with your accountant to discuss ways of meeting your commitments during your period of difficulty. Consider options such as paying interest only for a period, increasing your overdraft or funding facility or consider some asset liquidation. Contact your accountant to undertake a pre-lending application appraisal and review of your debt structure to ensure you have the funds you need at the most favourable rates and examine your working capital arrangements.
  • Staffing - staff are a valuable resource of your business and the long-term costs of replacing good and experienced workers can be high. So, when considering staffing requirements during difficult times, you should talk to your staff about your financial situation and seek their suggestions. If necessary, you may wish to explore temporary cost cutting measures such as leave without pay, reduced hours and alternative duties. You should consider all options and ensure that you meet any obligations in contracts, awards and enterprise agreements.
  • Communicate with your customers - continue good communications with your existing customers and work hard to keep their business. Any spare time you have, you should spend in over - servicing your best customers. Be proactive in ensuring your customers are aware of all the products and services you provide.
  • Break - even point - be careful when you start discounting to counteract your competitor movements. If your competitors begin discounting to win customers, you should calculate the break - even point on products and services before following suit. And if you are offering a discount to your customers, estimate the time period you could afford to discount to hold your customers.