Cash Management
Cash Management
Cash Management Paper (Week 3)
One of the most critical functions of a firm’s financial manager is that of cash management. Unlike long-term forecasting or chosing to expand a company’s fixed assets, cash management requires constant, immediate, and responsive decsion-making. There is no opportunity to carefully consider each possibility and wait to further observe trends within the market. Because inventory and demand for cash change daily, the financial manager must be well-versed in the most effective ways to manage the cash a firm has, along with the most efficient ways to obtain cash as needed.
Cash Management Techniques
While private citizens are often taught conservative cash management practices, most companies do not want to keep any more cash on hand than absolutely necessary. While companies must keep some cash for transactions, bank payments, and potential emergencies, the opportunity cost of holding an excess of cash rather than reinvesting it into current assets or growing the firm’s fixed assets is often significant. There are multiple techniques that a firm can employ to manage its cash. Some of these techniques include float, short-term investments, and international cash management.
Float
Due to the aforementioned opportunity cost of holding excess cash, most companies try to leverage the minimal amount of cash that they carry to cover as many payables as possible. One way that firms achieve this goal is by employing the use of float. Float refers to the difference between the balance carried on the corporate books and the amount credited to the corporation by its bank (Block & Hirt, 2005). Payables and receivables are entered into corporate books as processed; however, the actual transactions will not be recorded by the bank until the payment has been received and processed by a company and later processed by the bank. Companies frequently work to take advantage of this opportunity to use their cash up until it is claimed by the recipient’s bank by improving collections and extending disbursements. In short, the more efficiently a firm can collect on its receivables and the more time it can take in paying its own bills, the lower the firm’s cash requirements for payments will be. While some companies take this to the extreme of consistently operating with a negative cash balance in their books, they must be aware of the risk of being caught without cash in unforeseen circumstances or upon the start of a tight money cycle.
Health Management Organizations (HMO) are an example of an industry that is maximizing its cash retention by employing the use of the float. Princeton University healthcare economist Uwe Reinhardt comments, “[A] big HMO. . .could pocket more than $400,000 a day by collecting on the float” (Scott, 1997, p.28). In 1997, the fastest HMO payment cycles were more than 40 days, while the slowest quarters averaged 89.5 days (Scott, 1997). By holding onto their cash for as long as possible, these insurance organizations are able to minimize their need for cash. Unfortunately, the HMO floating practices are negatively impacting healthcare providers, putting them into a tighter cash flow situation in which they must carry more cash to cover for the lack of receivables paid by the HMOs.
Short-Term Investment
While some very aggressive companies carry negative cash balances by utilizing the float, more conservative companies may hold excess funds when anticipating a cash outlay. While these funds are being held, they should be converted from cash to more profitable interest-earning marketable securities (Block & Hirt, 2005). There is a wide range of securities from which to choose; the financial manager should consider yield, maturity, minimum investment required, safety, and marketability when selecting a security (Block & Hirt, 2005). As a rule, the longer a security’s maturity period, the higher return it will yield. However, as with any cash management decision, there is risk to consider. If interest rates dramatically increase during the security’s maturity period, the company’s cash may be tied up when it has the opportunity to purchase higher-yielding securities resulting from the increased interest rates. Table 2 lists the features of several types of short-term investments and their features, along with snapshots of their yields from various time periods (Block & Hirt, 2005, p. 21).
Table 2
Types of Short-Term Investments
The United States is just entering a slight upswing in interest rates. While these low rates have been beneficial to borrowers, they have created challenges to corporate cash managers. As seen in Table 2, the return