Cash is king response

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Topic: There is a common phrase in business: "Cash is king." "Cash flow is the life-blood of a company. Without it, a company will fail" (Hicks, 2012). Yet, companies often have to take risks that could potentially jeopardize their cash flow (e.g., new projects, growth, capital budgeting, etc.). Assume you are the CFO of a struggling company. While you do have a positive cash flow, it is minimal at best. If something does not change soon, the company will go under. Fortunately, your product development team has just created a new product that will not only save the company from financial demise but will also revolutionize how the industry does business. The problem is that the product is still 2 years away from being able to be sold to the public, and you will run out of cash within the next 6 months. How would you propose obtaining the funds needed to keep the company alive and thriving for the next 2 years until you are able to see a return on the product development? How would you keep the stakeholders happy?
Decisions on how to spend money as a CFO to keep a company afloat are mostly large and critical factors that can either make or break the company. With only six months left of funds before it runs out and the company goes under, it is obvious that the company is more than just struggling, it is on the brink of collapse and bankruptcy. 18 months of funds is what is needed to keep the company afloat until the breakthrough invention that is going to save the company. Here I would urge the marketing and promotion through the resources we have to advertise to the industry that a breakthrough is in the works. This can be positive for shareholders to know and perhaps shareholders will hang onto the company despite its grim trajectory. Other ways would be to trim assets that are not critical to the development of the new product. Since this new product the only chance of saving this company, all resources will be directed to it in making sure it is produced correctly. All other assets, resources, and positions will need to be let go as this is an all in for the company. The situation is dire, six months of cash left to run operations with only one product that is suppose to save the company. It would make sense to cut all extra expenses and positions that are not contributing to the new product. It is unfortunate for many positions within the company because there will be massive layoffs and jobs lost due to the position the company is in. However, many employees would have probably already jumped ship as they would have seen that there are only six months of funds left and felt the company going in a downward spiral. “Therefore, preparing your minds for action, and being sober-minded, set your hope fully on the grace that will be brought to you at the revelation of Jesus Christ” (Peter 1:13, ESV).
Blum, M. (1974). Failing company discriminant analysis. Journal of accounting research, 1-25.
?Coulson-Thomas, C. (2005). Creating a winning board: differing approaches of the boards of successful and struggling companies. Industrial and Commercial Training, 37(2), 67-72.