February/March 2009  

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“We listened to what our customers wanted and acted on what they said. Good things happen when you pay attention.”

-John F. Smith

"We will open the book. Its pages are blank. We are going to put words on them ourselves. The book is called Opportunity and its first chapter is New Year's Day."
-Edith Lovejoy   Pierce

"We know what happens to people who stay in the middle of the road. They get run over."
-Aneurin Bevan

Banking Basics for Tough Times

In these challenging times, it pays to be as prepared as possible. Here are some suggestions from the banker’s side of the desk that will help increase your chances of success when it comes to renew or renegotiate your current loan structure.

Stay in touch with your banker
Bankers don’t like surprises. Even if you don’t like the results, share your financial statements with them on a timely basis. Don’t wait until they come to you. “Make sure you share all the news with your banker: the good, the bad, the ugly,” said Bob Stewart, senior vice president for the Center for Commercial Banking at the American Bankers Association. You have a partner relationship with your banker. You wouldn’t keep your other partners in the dark, would you?

Don’t kid Yourself (or Your Banker)
Your banker sees a lot of businesses in all industries. She might bank your competitors and probably reads the national statistics. Be upfront about the state of your industry and how your company stacks up.

Profit Mastery for Jewelers

2008 Schedule is Finalized!

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Workshops for Business Owners

Over 97% of the people attending our workshops say they've substantially increased their under- standing of the health, strengths and weaknesses of their companies. Change the way you manage your business, increase your cash flow, and find profits you never knew existed. 

Know Your Numbers
Know your past trends, current situation, and put together the most realistic cash flow projection possible. Show the banker that you know what the real situation is so he doesn’t have to spend time and energy bringing you back to reality.

Have a Plan
Show that you have a plan to deal with the situation and have a strong handle on cash flow, especially if you are asking for an increase to your credit line or an extension on paying it back. If you were a banker, who would you rather work with – an owner who’s pretending that everything’s ok when it isn't, or someone who is facing the situation head on, taking active steps to address it, and has a plan going forward?

About Credit Lines
There are two types of credit lines. One is a contractual line of credit, which the bank is obligated to maintain. These usually come with an upfront fee. The other is a guidance line of credit, which the bank is not obligated to maintain. In a guidance line letter, you’ll see terms like, “terms that are mutually agreeable to both parties,” and “subject to review from time to time.” Stewart suggests that if you received one of these letters a year or so ago, “you should talk to your banker and ask him point blank if this money is there for you if you need it tomorrow.” 

Then Have a Plan B
If you’re not comfortable with your banker’s answer, shop around. We heard about a jewelry store owner who had banked with the same institution for over 10 years. His loan officer informed him that the bank had recently tightened up its lending policies to retailers, which resulted in an extremely unattractive renewal offer. He was able to find another bank that was happy to have him as a new customer and offered much better rates and terms.

Don’t Go It Alone
Even those who are good with numbers can benefit from input and advice. People to ask? Your CPA is a good source, as is the network of Small Business Development Centers (SBDC). They offer skilled counseling at no charge to business owners. To find one in your area, go your favorite search engine and type in “SBDC” followed by your state name. 

Reach out and communicate with your banker, your vendors, your management team, and your advisors. Get advice and input, then get a plan and take action. We all need to be thinking of this recession as a process and not a single event. In turn, your on-going response will to be in the form of a continual series of actions and adjustments to your plan.

©2008 Business Resource Services

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