Calculating Cash Flow Forecasts (Edexcel IGCSE Business)

Revision Note

Lisa Eades

Written by: Lisa Eades

Reviewed by: Steve Vorster

Introduction to cash flow Forecasts

  • A cash flow forecast is a prediction of the anticipated cash inflows and cash outflows, usually for a six to twelve month period

  • A business plan should include a cash flow forecast

    • Business owners can identify its financial needs

    • Lenders such as banks can determine whether loans are capable of being repaid

The Uses & Limitations of Cash Flow Forecasts

Uses

Limitations

  • Cash flow forecasts can support an application for a loan and are an integral part of business decision making

  • They can help identify where the business may experience cash shortfalls or cash surpluses so that plans can be made to manage these periods (e.g. arranging an overdraft)

  • Cash flow forecasts aid planning and help a business avoid costly mistakes

  • Forecasts are usually based on estimates and in reality inflows and outflows may differ significantly from the estimates

  • Cash flow forecasts require appropriate skills, insight, research and time to prepare and update adequately

  • External factors that can impact inflows and outflows may not be reflected in the cash flow forecast

Constructing a cash flow Forecast

  • A business must first gather information about all cash inflows and cash outflows it expects to encounter over the period

  • The following steps should then be taken to construct the cash flow forecast

Step 1 - Calculate total cash inflows

screenshot-2024-04-18-162820
  • In this instance, the business expects to receive cash inflows from sales in March, April and May

  • Owners' capital of €6,000 will be introduced in March

  • The total for each month is calculated by adding cash from sales to capital introduced

Step 2 - Calculate total cash outflows

screenshot-2024-04-18-162831

Explanation

  • In this instance, the business expects to pay rent of €1,400 in March, April and May

  • It will purchase a significant amount of stock in March with smaller amounts in April and May

  • Wages are expected to be €2,100 in each month

  • Utilities of €460 will be paid in March and April, increasing to €480 in May

  • Total cash outflows each month is calculated by adding these together

Step 3 - Calculate net cash flows

  • The net cash flow is calculated by subtracting total cash outflows from total cash inflows

screenshot-2024-04-18-163045

Explanation

  • In March the net cash flow is €10,500 - €10,760 = €(260)

    • Net cash flow is negative as cash outflows are greater than cash inflows

  • In April the net cash flow is €4,800 - €4,560 = €240

  • In May the net cash flow is €5,300 - €4,780 = €520

    • In both months, net cash flow is positive as cash inflows are greater than cash outflows

Step 4 - Calculate Opening and Closing Balances

  • The opening balance is the previous month’s closing balance carried forward

  • The closing balance is calculated by adding the net cash flow to the opening balance

screenshot-2024-04-18-162843

Explanation

  • In March the opening balance of €0 is added to the net cash flow of €(260) to leave a closing balance of €(260)

  • In April the closing balance from March is carried forward to become its opening balance of €(260) 

  • This opening balance is added to April's net cash flow of €240 to leave a closing balance of €(20)

  • In May the closing balance from April is carried forward to become its opening balance of €(20)

  • This opening balance is added to May's net cash flow of €520 to leave a closing balance of €500
     

Diagram to show the Complete cash flow Forecast

screenshot-2024-04-18-162855

Analysis of the cash flow forecast example

  • Overall, this cash flow forecast supports an application for the business to borrow £6,000 in January to cover the initial low inflows, significant outflows and negative net cash flow

  • Healthy sales mean that from April, inflows are greater than outflows and the business has a positive net cash flow

Worked Example

Here is a simple three-month cash flow forecast for a small seaside café

 

March

April 

May

Cash Inflows

Sales

46,000

54,000

61,000

Cash Outflows

Inventory

13,000

13,000

13,000

Wages

28,000

28,000

 

Miscellaneous

3,500

4,000

4,000

Total Cash Outflows

 

45,000

48,000

Net cash flow

1,500

9,000

 

Opening balance

4,000

5,500

14,500

Closing balance

 

14,500

30,500

Complete the cash flow forecast to show

a. Total cash outflows for March 

b. Closing balance for March 

c. Wages for May

d. Net cash flow for May        [4 marks]

Step 1: Add all of March's cash outflows to calculate the total

Total space Outflows space for space March space equals space 13 comma 000 space plus space 28 comma 000 space plus space 3 comma 500 space

equals space 44 comma 500    [1 mark]

 

Step 2: Add the opening balance to the net cash flow to calculate March's closing balance

begin mathsize 16px style Opening space Balance space plus space Net space Cash space Flow space equals space Closing space Balance

equals space 4 comma 000 space plus space 1 comma 500 space

equals space 5 comma 500
end style        [1 mark]

Step 3: Subtract inventory and miscellaneous outflows from total cash outflows to calculate wages

Wages space for space May space equals space 48 comma 000 space minus space 13 comma 000 space minus space 4 comma 000

equals space 31 comma 000             [1 mark]

Step 4: Subtract total cash outflows from total cash inflows to calculate net cash flow

Total space Cash space Inflows space minus space Total space Cash space Outflows space equals space Net space Cash space Flow

equals space 61 comma 000 space minus space 48 comma 000

equals space 13 comma 000      [1 mark]

Examiner Tips and Tricks

When calculating opening and closing balances, work through each month in turn. 

Always double-check your calculations in cash flow forecasts as one mistake will have a knock-on effect elsewhere and, in some cases, lead you to make inaccurate judgements.

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Lisa Eades

Author: Lisa Eades

Expertise: Business Content Creator

Lisa has taught A Level, GCSE, BTEC and IBDP Business for over 20 years and is a senior Examiner for Edexcel. Lisa has been a successful Head of Department in Kent and has offered private Business tuition to students across the UK. Lisa loves to create imaginative and accessible resources which engage learners and build their passion for the subject.

Steve Vorster

Author: Steve Vorster

Expertise: Economics & Business Subject Lead

Steve has taught A Level, GCSE, IGCSE Business and Economics - as well as IBDP Economics and Business Management. He is an IBDP Examiner and IGCSE textbook author. His students regularly achieve 90-100% in their final exams. Steve has been the Assistant Head of Sixth Form for a school in Devon, and Head of Economics at the world's largest International school in Singapore. He loves to create resources which speed up student learning and are easily accessible by all.