By A. David Silver

The writer presents critical info on easy methods to flip around any small company that is in hassle. The author's four-stage revitalising method indicates readers find out how to: learn 10 bills different types and cut back them to create actual liquidity; spin of peripheral resources and refocus at the middle actions; reconsider advertising channels and enhance reasonably cheap advertising innovations to spur enterprise; carry a brand new services or products to industry (and expect its success).

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The mailing piece, at 69 cents per envelopediscounted because we used a presorter servicewould cost $6,900 for postage and another $1,500 in labor for weeding out the midwestern names and stuffing and labeling the envelopes. The inside salesperson could handle the incoming orders. I would offer 30-day terms. 00. Still, I estimated that A-to-Z would get hit with $5,000, or 20 orders, worth of bad debts. Thus, my additional costs would be $13,400, which increased my target cash flow to $43,400. 5% into the hurdle of $43,400, I determined that I had to achieve sales of $201,860.

Accounts receivable were more than $560,000 and turning every 27 days. 2 million) was all finished goods and reasonably fresh. The building was carried on the books at $400,000, and there were several vehicles worth a total of $40,000. 08 million would be in the form of a revolving line of credit and $300,000 would be a five-year term loan. Interest would run about $120,000 per annum and debt service about $80,000 per annum. All was well and good on the balance sheet, but there was no cash flow to service the debt.

You are going to convert from being a manager whose company is constantly leveraged to being someone who consistently leverages just about everyone you deal with in business. No more Mr. Nice Guy. You'll be called Carvin' Marvin or Death March Larry after you implement the gatekeeping strategies in this book. I call this new management method gatekeeping because, like a tollgate, gatekeeping enables the company that controls access to its valuable assets to charge tolls in a variety of directions.

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