#FINANZEN - INCREASE PROFITABILITY: Immediately effective.
"As CASHFiNDER, we use over 400 algorithms to search for your cost and sales potential. All the results of our work are visualized in record time in thousands of euros pa with a statistical probability of implementation and presented in 60 - 95 reports."
BESTSELLER
Every day you don't work with us is too expensive.
The CASHFiNDER experts trim your result on the road to success!
Key facts
400
algorithms
95
Reports
270
Customers
18
years of experience
CASHFINDER METHOD: Assessable utility. Exact calculation. Structured implementation.
#FINANCE - CUT COSTS
When the economic outlook is uncertain, cost optimization is a TOP topic for financial decision-makers in Europe!
In the saturated markets of Western Europe, optimizing earnings plays an important role. Financial decision-makers admit sspecifically the topic cost management
even top priority in years with uncertain economic prospects.
After signing the working agreement including non-disclosure, you provide us with the data for the desired subject area. Compiling the data will take about 1-5 days for you.
SELECTED EXAMPLES OF PROJECTS
AExcerpts of selected reference results for the year 2022:
Are you interested in project examples? Continue here...
- 02: Reduction IT COSTS by -27%, Sector: Manufacturing
- 03: reductionENERGY COSTSby -12%, branch: trade
- 04: reduction costs for GUARDINGby -17%, Sector: Manufacturing
- 05: reduction costs for BANK CHARGESby -12%, Sector: Manufacturing
- 06: reduction costs for DISPOSALby -24%, branch: trade
- 07: reduction costs for FACILITY MANAGEMENTby -47%, Sector: Manufacturing
- 08: reduction costs for HYGIENE PRODUCTS by -42%, Sector: Manufacturing
- 09: reduction costs for INSURANCES by -38%, Sector: Manufacturing
- 10: reduction costs for OFFICE SUPPLIES by -27%, Sector: Manufacturing
- 11: reduction costs for INTERNET COSTS by -49%, branch: trade
- 12: reductionPRINTING COSTS by -42%, Sector: Manufacturing
Discover live with CASHFiNDER how easy it is to optimize costs in record time: Easy on the budget. Cost neutral. Guaranteed success.
#FINANCE - CASH MANAGEMENT & INHOUSE BANKING
CASH MANAGEMENT: subject areas and service profile
accounts receivable
- Invoicing and dunning process (texting, structure, throughput times, DSO,...)
- Automation & clearing of open items
- Number and amount of bad debts
- Analysis of the age structure of receivables
- Payment and discount conditions
- Payment instruments accounts receivable (documentary transactions, card payments, direct debits, international payments, foreign currency receipts,...)
- Analysis of export transactions (export hedging, credit insurance, FX transactions
- cash logistics
accounts payable
- terms of payment
- Discount loss analyses, supplier discount, DPO,...
- Invoice verification (flow and automation)
- Payment instruments creditors (import letters of credit, debt collection, foreign payment transactions, FX transactions,...)
- purchasing conditions
- Analysis of double transfers and/or non-deducted bonuses: CASHRECOVERY
predisposition
- Benchmarking cost structure investment companies
- Number and type of securities transactions
- Asset Management Fees
- Fixed-term deposits (overnight / fixed-term deposits)
- Interest settlement/optimization
- MRP planning
financing
- Interest settlement of existing financing
- Benchmarking financing conditions
- Structure and benchmarking of conditions for cash advances, surety credits/bank guarantees
- Export financing and opportunities
Interface Banks
- Invoicebank charges
- payment instruments
- Quantity and volume representations
- Comparison of conditions and benchmarking of banks
- Bank selection (also international) by the CASHFiNDER - bank rating
- banking strategy
Organisation
- Working Capital Management - Cash Conversion Cycle (DSO, DPO, DIO)
- Invoice/dunning runs
- MRP, financial and MRP plans
- Cash management instruments (cash pooling, netting, etc.)
- Inventory levels and consignment warehouses
INHOUSE BANKING: subject areas and service profile
accounts receivable
- card payments
- Internet payments & payment providers
- factoring
- banking strategy
accounts payable
- reverse factoring
- foreign currency payments (FX trades)
predisposition
- Examination of special funds
- Number and type of securities transactions
- asset management
- Interest settlement/optimization
financing
- Examination debt restructuring financing
- corporate bonds
- financing structure
- private equity
- Credit substitutes (ABS, forfaiting, factoring, leasing contracts)
- terms of payment
- Supplier & warehouse structure
Interface Banks
- Quantity and volume representations
- Comparison of conditions and benchmarking of banks
- banking strategy
- Bank selection (also international) by the CASHFiNDER - bank rating
- Inhouse Banking & Corporate Banking – Insourcing of banking services
Organisation
- Inhouse Banking & Corporate Banking – Insourcing of banking services
- Cash pooling structure and costs (actual and/or notional, with one/multiple banks, in one/multiple currencies, in one/multiple countries)
- Cash management instruments (cash pooling, netting, etc.)
CASH MANAGEMENT KNOW HOW: Our publications
"I am delighted with your book! It will be of great help to me."
Mag. Stefan Darbo, Head of Finance
DARBO AG
DARBO AG
"The 1st edition of Modern Cash Management is characterized by a condensed presentation of the most important processes in the daily work of a person responsible for finance. It is not a scientific treatise, but is limited to the essential things for practice."
Wolfgang Bell, Management
MIELE Gesellschaft mbH
MIELE Gesellschaft mbH
"There is a comprehensibly formulated and very practice-oriented work that is available on the Austrian markett has been lacking for practice, but also for application-oriented teaching."
university Prof. Dr. Helmut Pernsteiner
Department of Corporate Finance Institute for Business Finance; Research Institute for Banking at the Johannes Kepler University (JKU) Linz
Receivables: Incoming payments
Target group:
- Especially companies with a large number of customers or with a high number of invoices and/or high outstanding accounts and long payment terms
- Companies with international business contacts
Brief description/ basic statement:
- The longer a claim is outstanding, the higher the default risk
- The shorter the outstanding period, the lower the costs in the entire debtor process (e.g. dunning, financing costs)
- Accounts receivable management has received much more attention in the last 10 years due to the significantly higher interest rate level. Process improvements are currently being implemented only partially, if at all, and only very slowly.
Cash relevance:
- Central factor in cash flow management
- The aim is to liquidate outstanding debts as quickly as possible and to liquefy tied-up liquidity from the revenue process. This avoids financing and reduces the risk of non-payment.
- In principle, the following applies: The more automated the debtor process and the clearer the internal rules are, the faster the money is in the account
The main goal in the area of accounts receivable management is to find a mix of measures and instruments that, in addition to improving internal processes, shorten the cash flow on the income side. For this purpose, the area can be structured like a checklist in four main points:
- active accounts receivable management in the narrower sense
- Establishing/ communicating a credit policy
- Determination/ communication of credit lines and credit limits
- Secure loans & transfer risk
As an example, we only describe active accounts receivable management in the narrower sense. The aim is to receive the outstanding payments as quickly as possible. Suitable and necessary measures for this are:
- Efficient debtor processes - increase in dunning frequency (rapid and consistent dunning)
- reminders by telephone (in consultation with sales - topic: indirect liquidity management by sales staff)
- Collection of reminder fees and charging of interest on arrears
- Restrictive dunning (depending on market power and customer structure: forwarding to a debt collection agency)
- Release for delivery only after payment has been made
- Shortening of payment terms, increase in direct debits, conversion from check payers to bank transfers (depending on the industry)
- Granting of calculated cash discounts and rebates for quick payment
- bilateral and multilateral netting
- electronic billing and payment
Accounts receivable management includes not only the risk assessment for granting payment terms to customers and the basic coordination of payment term ranges with the sales and business policy of the company, but also crediting, forfaiting and collecting receivables including dunning.
It includes a wide range of optimization options, even if you are already at a high level, and thus makes an important contribution to risk hedging and positive cash flow, including liquidity protection.
CASHFiNDER services in the area of accounts receivable
- Cost transparency in the invoicing and dunning process
- Processing of the OP clearing (incl. degree of automation)
- Invoicing process and lead times
- Days Outstanding (DSO)
- Number and amount of bad debts
- Age structure of receivables
- structure of reminders
- Texting of invoices/reminders
- Payment conditions (review and reduction of the number of payment conditions, reduction of cash discount expenses)
- Checking and benchmarking of payment instruments for debtors (documentary transactions such as export letters of credit, but also card payments, direct debits, foreign payment transactions, foreign currency receipts, etc.)
- Costs of export transactions (export protection, credit insurance)
- Analysis FX trades
- Analysis cash logistics
Accounts Payable: Outgoing Payments
Target group:
- Companies with many suppliers or a large number of invoices
- Companies with international suppliers
- Trading companies/production companies/ chain stores
Brief description/ basic statement:
- The topic is all measures that make payments more efficient and/or extend them over time
- Costs are like dust - procurement optimization in cost areas that are not strategically relevant (especially B and C goods is highly recommended every 3-5 years)
- The potential of double transfers and agreed but not deducted bonuses that take place in every company is massively underestimated
Cash relevance:
- The longer the money stays in the company, the higher the company's internal liquidity
- Incorrect/double transfers and/or non-negotiated purchasing conditions/prices depress the company's profitability.
Accounts payable management is about keeping the available money within the company's reach for as long as possible. Accounts payable management always plays an important role in the company's liquidity and, depending on the company's market power, can make a significant contribution to the company's results.
In our experience, optimization areas that are often overlooked in the area of accounts payable are sensible and efficient benchmarking of the procurement costs and contracts of the procurement suppliers, especially in the area of material and overhead costs (B and C goods), as well as the area of double transfers in which (mostly) internal errors in purchasing occur and/or accounting lead to double/overpayments or unused claims (discounts, bonuses, etc.) in the accounts payable area are not claimed. Through regular checks, which we have described here, you can claim these payments/claims within the three-year statutory period.
CASHFiNDER services in the accounts payable area
- Utilization of supplier discounts
- Cash discount loss analyses
- Analysis of invoice verification process (flow and automation)
- Payment terms (checking and reducing the number of payment terms, analyzing cash discount losses, maximizing cash discount income)
- Examination and benchmarking of the payment instruments creditors (import letters of credit, debt collection, international payment transactions, foreign currency payments, etc.)
- Purchasing conditions including procurement optimization in the area of non-strategic material and overhead costs such as office supplies, printing costs, energy, waste disposal, facility management, IT (hardware and software), marketing, telecommunications, packaging, and much more.
- Analysis of credit substitutes (ABS, forfaiting, factoring, leasing contracts)
- Analysis and optimization of FX trades
- Analysis of double transfers and/or non-deducted bonuses: CASHRECOVERY
predisposition
Target group:
- Companies from all sectors with excess liquidity
- Institutional Clients
Brief description/ basic statement:
- Short-term investments are mainly made on the money market in the form of call money or time deposits
- The securities area is still a paradise for expenses for banks - optimizations in this area are clearly underestimated
Cash relevance:
- High usage in practice
Short-term investments are primarily made on the money market. The money market is the part of the financial market where short-term funds are traded. As a rule, these are very short-term investments with a maximum term of one year. Necessary liquid funds can be obtained here on time and at low interest rates, and investors who want to "park" their money for the short term usually have the highest interest rates.
The money market therefore plays an important role in obtaining liquidity. Market participants are primarily institutional investors such as banks, insurance companies, investment companies or large industrial and trading companies or their group banks, who use this market to invest (investment) or borrow (financing) large sums of money in the short term.
CASHFiNDER services in the area of investment
- Analysis Number and type of securities transactions
- Analysis of asset management fees
- Benchmarking of costs for capital investment companies
- Analysis of existing time deposits (overnight/time deposits)
- Analysis of interest calculation/optimization
- MRP planning
financing
Target group:
- All companies (company assets are usually always somehow encumbered)
Brief description/ basic statement:
- Financial institutes provide long/short-term funds or promises of credit (above all bank guarantees).
Cash relevance:
- Relevant for every company
The term "credit" is derived from the Latin "credere", which means "to believe, to trust". With a bank loan, the customer trusts the bank's future willingness, ability and willingness to make money available to them, while the bank trusts the customer's creditworthiness and willingness to repay.
The essence of a loan is that the lender (usually a bank) provides a service in the present (usually the payment of a sum of money) and the borrower undertakes to fulfill the consideration in the future (repayment of the sum of money including interest).
Funding can be obtained, for example, through the following types of credit:
- Supplier Credits
- Down payments and partial payments from customers
- cash advances
- Short-term bank loans (e.g. current account)
- Long-term bank loans (e.g. Abstatter, investment loans)
- subsidized loans (mostly state/ERP)
- Export subsidies/ KRR (only in Austria)
- Sale of receivables (ABS, factoring,...)
- Capital market financing (bonds, loans,...)
CASHFiNDER services in the area of financing
- Analysis of existing financing including interest calculation
- Analysis of financing conditions
- Examination debt restructuring financing
- Analysis of existing cash pooling structure and costs (actual and/or notional, with one/several banks, in one/several currencies, in one/several countries)
- Structure and benchmarking of conditions for cash advances, surety credits/bank guarantees
- Export financing and opportunities
Interface to the bank
Target group:
- Companies with low/high number of bank details and/or accounts
- Companies with 6-digit bank charges/cash transaction costs
Brief description/ basic statement:
- Regular evaluation (every 2 to 5 years) and selection of current banking relationships as a fixed part of active bank management
- Benefits from this: Overview of current banking products and regular monitoring of existing financing and agreements
- Bank rating: Instrument for assessing the requirements of a bank. Comparing products/services according to qualitative and quantitative criteria helps in deciding on necessary bank connections and the distribution of cash flows per bank.
- Inhouse Banking & Corporate Banking – Insourcing of banking services
Cash relevance:
- Cost
Digression: Banks and their pricing
When it comes to price, banks have always been characterized by their elegant restraint. This is reflected on the one hand in a very non-transparent design of conditions and on the other hand in the confusing "wording". It is not uncommon for us to work with companies that do not have a complete overview of their global banking conditions.
A quote from Prof. Süchting, who is considered a specialist in the banking sector and for many years head of the Institute for Credit and Finance at the Ruhr University in Bochum, sums it up: "The revenue from a customer is maximized when in price negotiations the presumably necessary overall price reduction is kept as small as possible. The bank can achieve this if, instead of a standard price for a service, it calculates partial prices with different price reference bases.
The price reference bases for bank services are:
- Stock sizes: provided credit line acts as a reference basis for the calculation of the commitment fee
- Value streams: larger sales side acts as a reference for the sales commission for current accounts
- Quantity flows: The number of posting items acts as a reference basis for the account management fee
We can only substantiate these statements: partial prices based on different price reference bases result in a large number of pricing options, which severely restricts market transparency for customers and makes an exact price comparison impossible. New movements like TWIST will not change banks' pricing and calculation practices.
Many banks lose the credibility of fair pricing due to a lack of transparency, hidden partial pricing, multiple billing of expenses and, often, incorrect billing. It is understandable that companies are increasingly demanding transparent and, above all, comprehensible pricing.
Transparent presentation of your bank conditions and benchmarking
The question that is often asked in practice is: "How much money can a banking service cost?"
CASHFINDER® can help here. In detail, we have developed a benchmarking of bank conditions (a structured comparison of conditions), which we make available to our customers free of charge in our analyses. In our cross-bank comparison of conditions, all service and price components are broken down and scrutinized in detail.
In a first step, we collect all the necessary data in the CASHFINDER® analysis. Then all charged expense rates are analyzed in detail and the types of calculation of the expenses are scrutinized. Our experience shows that there is considerable room for negotiation with many price components.
This is the only way to find out how much you actually pay for which service and how you are in the benchmark.
CASHFiNDER services in the area of interface to banks
- Bank statement analysis
- Analysis of payment instruments
- Analysis of quantity and volume representations
- Comparison of conditions and benchmarking of banks
- Bank selection (also international) by the CASHFiNDER - bank rating
- Inhouse Banking & Corporate Banking – Insourcing of banking services
- banking strategy
Organisation
Target group:
- every company
Brief description/ basic statement:
- Cost transparency in all relevant areas
- Measures to significantly reduce the cash conversion cycle
- Use/ testing and evaluation of the costs of cash management instruments
- Scheduling and liquidity planning
Cash relevance:
- Costs are shown transparently - a first step towards optimization
Exkurs: CASHRACE™ - Working Capital Management
In European executive floors, the topic of working capital management has increased in importance, especially in volatile times. In CASHRACE™ we implement measures agreed with you in the area of debtors/creditors, which reduce the capital commitment by up to 15%. This reduces interest costs and creates free liquidity.
Large companies in particular have recognized the importance of working capital management for financial leeway, but in our experience there are still numerous optimization opportunities in German medium-sized companies.
Working capital optimization pays off!
Working capital management is an important part of cash management and directly influences the capital commitment (financing costs) and the liquidity (disposition) of the company.
The focus is on reducing receivables (accounts receivable management), reducing inventories (inventory management) and increasing liabilities (accounts payable management). The capital tie-up period is calculated as a figure (as shown in the graphic above) from the tie-up periods for inventories (DIO), receivables (DSO) and liabilities (DPO).
Analysis of the levers and implementation
In practice, working capital management is the consistent improvement of cash flows in the following areas, which are also the most important working capital drivers:
- for receivables: means of payment, high number of payment conditions (= missing key conditions), efficient processes, error-free invoices, texting of the invoices/reminders, responsibility and transparency,
- for supplier liabilities: means of payment, high number of payment conditions (= missing key conditions), payment time and payment frequency (unscheduled payments), payment processes and optimization of discount use,
- in the warehouse: planning quality, availability of raw materials and goods, service level agreement with suppliers and transparency in warehousing.
In an analysis in the course of a CASHRACE™ project, CASHFINDER® supports you in searching, finding and implementing savings potential in the area of working capital.
CASHRACE™ - Example FIG
"After the merger of Asea and Brown Boveri in 1988, the new management carried out a CASHRACE™. The aim was to improve the capital turnover from 0.9 to 1.25. The accounts receivable management in the numerous sales companies had to play their part: The target was to reduce accounts receivable from USD 3.8 billion to USD 3.1 billion at the end of 1987. This alone, it was calculated, could save USD 60 million in interest on borrowed capital which would improve the net profit before tax by 10%. Thanks to the exemplary conception and implementation of the campaign, the targets were not only achieved within two years, they were even exceeded."
(Source: Book Modern Cash Management)
CASHFiNDER services in the area of organization
- Working Capital Management - Cash Conversion Cycle (DSO, DPO, DIO)
- Optimization of invoice/dunning runs
- Missing/inadequate financial and disposition plans that are too sudden
- lead to liquidity bottlenecks and only through very expensive bank loans
- or overdrafts can be eliminated.
- Disposition and disposition planning (low-interest bank deposits and high-interest bank liabilities)
- Cash management instruments (cash pooling, netting, etc.)
- high inventories (consignment warehouses)
REFERENCES: An excerpt from over 270 customers. These companies trust us.
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As long as you have in 2023Time to improve your score. Let's do it together - every day you don't work with us is too expensive. The CASHFiNDER experts put your project on the road to success!
ABOUT US: CASHFiNDER Group profile
Surname: CASHFINDER Group
focus: Increase sales / reduce costs
industry: Management consulting / optimization service along the cash flow / increase in sales / cost optimization of material and overhead costs
founding: 2003 in AT, 2009 in CH, 2010 in SK
Analyzed project volume: over 1.9 billion euros
Average Savings: 7-42%
customers in Europe: over 270, 220 of them in DA-CH
90% of our customers would implement a project with us again immediately
Exemplary optimization categories along the cash flow: outstanding period, workwear, (Import/Export) letters of credit, bank charges, cash logistics, office supplies, bonuses, brokerage fees, printing costs, deposit fees, double transfers, Credit and debit card discounts, energy, disposal, facility management, financing, Foreign Currency Conversion, airfare, IT hardware/ software/ operation, Internet, marketing, parcel services, Traveling expenses, discount, Technical gases, telecommunications, Sales tax refund in third countries, insurances, Packaging, predisposition, Management Fees, working capital management, terms of payment, payment instruments, Interest charges and much more
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