Cash Flow Forecast

How much cash does your

business need to survive . . . ? Click on the Cash Flow Forecast
tab below to begin

Our cash flow forecast template helps you to forecast cash flow on a month-to-month
Tip: Run all figures past your
basis, or for the whole year. This allows you to plan in advance and arrange finance, or
accountant before showing your cash
to better manage cash flows. A cash flow forecast is one of the most important indicators
flow to people outside your business.
showing whether your business will survive the next 12 months.

When preparing your cash flow forecast, remember that:

1. A beneficial cash flow forecast isn't just a worksheet of numbers. It’s the document that
people examining your business will spend the most time reading. You need to make it
as accurate as possible. If there are gaps, people will wonder what else you haven’t
thought through. Our cash flow forecast template helps you to get a better understanding
of the cash coming in and going out of your business over a given time period. As a
result, you’ll be better equipped to make smarter decisions.

As you complete the cash flow forecast, note the assumptions you’re basing your figures
on. These will show anyone reading the cash flow forecast how you arrived at these
figures.

2. Your forecast for your business must reflect a realistic balance between proper sales
projections and an accurate costing and pricing of your goods and services.

The time you spend assessing a realistic sales level is crucial. You should outline exactly
how you came to the sales figures for each month. Don’t forget seasonality. Sales rarely
stay at the same level throughout the year. Tip: You'll need to take into account
that some invoices don't get paid on
time. You might decide that 80% of
payments come in on time, 10% a
3. Once you’ve outlined the sales for each month you’ll be able to estimate your costs. You month late, and 10% two months late.
need to explain in detail how you calculated these amounts.

You can be certain about some costs (for example, you can find out your rent), while
others will be estimates (such as power and phone charges).

4. Check your capacity. Don’t set a high income for a month unless it's achievable. There
are only a certain number of hours in the day.

5. If you can, find out your industry information such as average net profit and gross profit
figures. If you differ from the average, people will want to know why.
Cash Flow Forecast

Aug Sept Oct Nov Dec Jan Feb Mar Apr May June July Totals
August
Expected Actual Expected Actual Expected Actual Expected Actual Expected Actual Expected Actual Expected Actual Expected Actual Expected Actual Expected Actual Expected Actual Expected Actual Expected Actual
RECEIPTS
Sales £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ -
Other Revenue £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ -
£ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ -
£ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ -
(A) Total Receipts £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ -

LESS CASH PAYMENTS

Drawings £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ -
General Expenses £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ -
Income Tax Payments £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ -
Marketing £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ -
Materials & Stock £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ -
Overheads (Rent, Power, etc) £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ -
Repayment of Loans £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ -
Staff Wages and Salaries £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ -
Other Payments £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ -
£ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ -
£ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ -
£ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ -
£ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ -
£ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ -
£ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ -
£ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ -
(B) Total Cash Payments £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ -

(C) NET CASH FLOW (A-B) £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ -

(D) Opening Bank Balance £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ -

Closing bank balance (D+C) £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ - £ -

Disclaimer:

This is a guide only and should neither replace competent advice, nor be taken, or relied upon, as financial or professional advice. Seek professional advice before making any decision that could affect your business.