RELATED FOREIGN LITERATURE

Cash forecasting, investing, and controlling are three key components of a cash management program,
according to Philip L. Colley and Richard M. Puden. According to surveys of Fortune 500 companies,
these cash management procedures are handled with remarkable complexity. Due to time constraints,
budgetary constraints, or a lack of understanding, small-business procedures are likely to diverge from
large-business practices. The cash management procedures of 122 small enterprises involved in
petroleum marketing are examined in the following article. Despite some shortcomings in cash
forecasting and investing, small businesses appear to be relatively adept at managing their cash flow.

Knowledge-intensive service organizations, according to Kristina Horvart and Lazlo Szerb, attain better
productivity levels through management methods aimed at improving client relationships. Managerial
strategies that are linked to digital and IT-based procedures, as well as cash management techniques,
help SMEs increase their productivity. The positive impact of cash management approaches and
digital/IT-based practices is influenced by the features of a company's operations, in this example, the
organization's knowledge orientation. While practices tied to digitalization and IT practices assist
nonknowledge-based business more, knowledge-intensive businesses benefit more.

Small enterprises are critical for employment and job generation in South Africa, according to Avika
Mungaland Hari Lall Garbharran. To ensure the profitability and long-term viability of any successful
firm, it is critical to establish effective cash management techniques. The goal of this article is to identify
the cash management issues that small enterprises in emerging communities confront. Small retail
companies in Tongaat, KwaZulu-Natal, South Africa, were the subject of this study. This study employed
a descriptive, quantitative, and cross-sectional research design. A questionnaire was used to collect
data. These findings reveal a link between cash management expertise and financial success.

Public and private sector portfolio managers, according to Kyle Matsson and Merl Hackbart James
Ramse, pursue comparable aims despite working in vastly different circumstances. This article contrasts
corporate cash management strategies with those used by state governments. The comparison and
analysis are based on information from a poll of state government portfolio managers and a previous
study that looked at corporate cash management practices.

Investment objectives, allowed assets, assets held, and asset holding term are among the elements
taken into account in the comparisons and analyses. According to the findings, portfolio management
techniques should be improved.

According to Fernando Alvarez and David Argente, COVID-19 has reduced households' consumption of
cash as a mode of payment, as well as the average quantity and frequency of cash withdrawals. We
argue that the structure of Baumol–Tobin type inventory theoretical models and their extensions can be
used to separate confounding factors like desired consumption levels and the fraction of consumption
paid in cash from cash management behavior, such as the size and frequency of cash withdrawals. We
suggest that the observed cash management is compatible with COVID-19 increasing the fixed cost of
withdrawing cash based on this information. We rely on precise information.
According to Herb De Vries, the study explores stakeholder perceptions of factoring as a cash
management tool for small and medium-sized businesses (SMEs). A review of the literature found that
factoring can help SMEs manage their cash flow and debtors, but it also observed that its under- or
improper use may be attribute to misunderstandings and perceptual blocks among cash management
outcome (i.e., SME owners/operators, business advisors, and factoring companies). As a conclusion,
research was carried out that looked into the use of factoring, analyzed trends and themes in relation to
market perceptions, and developed a model.

Business is growing more sophisticated, competitive, varied, and reliant on quick judgments, according
to Silvain Vella. Today's successful entrepreneur may find himself on the verge of failure, if not outright
collapse, in the near future. The purpose of this dissertation is to see if local agents are investing enough
time and attention to appropriate cash management to stay on top. Using questionnaires aimed at
financial controllers within companies, try to figure out the local scenario based on the responses. Micro
businesses, despite the fact that small, medium, and large businesses have recognized the necessity of
good cash management, left a lot to be desired. It appears that businesses have managed to exist and
profit without effective cash management up until now. However, current developments in the local
scenario, which have made most local agents reliant on external funding due to their reliance on timely
payments from merchants rather than the government speeding up tax collections, have forced most
local agents to rely on external finance indefinitely. The study looks at these aspects and proposes ways
to enhance them so that local agents can maximize their cash flow. Recognizing the importance of
financial management, it raises awareness of vulnerability and, as a result, stresses preparedness for any
eventuality.

https://doi.org/10.1515/bejm-2020-0269
https://www.um.edu.mt/library/oar/handle/123456789/83331