O QUE É FLUXO DE CAIXA E COMO FAZER?

Calm people, you don't have to suffer, you know that my motto here is to simplify everything for you, right? So today you will stop losing your hair or at least what is left of it. Today you will learn what this Cash Flow is, what its importance is and how to control your money on a daily basis.

It's for now! Hello my favorite entrepreneurs, one more video here from the most enterprising youtube channel, I am Daniel Niggli and every week, if you are not subscribed, subscribe here soon you will not waste time, every week I upload a video with a tip, with an interview, with some concept, I answer your questions. To help you create a successful business!

And now that you're registered here, let's start today's topic. I 'm not lying, it's true that I say that, a lot, but a lot, but a lot of companies break because they don't control the money. It's not even for what is bad sometimes, I even have a top idea, (*) great but it doesn't control the money and then it breaks.

Money is the company's oxygen, if you don’t know how to control it’s screwed, then come on, I’ll help you understand how to control your money, or money . In theory it is simple you will see that in practice it has everything, it would have everything to be simple too, but in reality it is something else here in Brazil so before you start, leave it here in the comments on the hashtag #EuMePerco if you get lost in money or the hashtag #I Control if you already control your money. So what are you watching this video for?

Then we see the result, I post it on Instagram, then we talk about this poll here. Let's go to what matters, cash flow is nothing more than your control of what comes in and what goes out of your account, daily, weekly, monthly control, in short, it is a photo in this period that you defined, of the entries and exits. If you enter more than you leave, positive cash flow, if you leave more, if you spend more than you are entering, than you are earning negative cash flow.

But the first point of attention here for you will not mix personal account with company account. You cannot use that company credit card to spend on the weekend movie, to eat, to go out on a Japanese rotation, you will not mix these things up or you will get lost and then your company look * fiuuuu, statistic * . Trust me, it will give a sh * t if you start mixing the two beads, then separate.

Now that you have separated, let's do a dynamic exercise here for you to learn how to control this money in practice, on a daily basis, in the execution of your business. Let's say you have one in Braga . .

. let's say you have a brigadeiria and you know that I like brigaderia because I always talk about brigadeiro here in the examples. Let's assume that in my first month of operation in your brigade you earn R $ 4000.

You entered it, it's positive, it 's green $ 4,000 entered in your account so you will write it in your excel spreadsheet, don't do isos in bread control. Write in excel four thousand positive reais in month one, but in the meantime however you sold this brigadeiro on your credit card and by passing on the credit card you have those machine fees, so on average there you sold with if you should have spent $ 120 fee just paying for the machine. Negative, it was red, put it in excel - 120.

You can see that the money is coming out is not all four thousand that you won that you are going to pocket, you are paying for something. This month's photo. You also paid a thousand reais for gasoline, you took out R $ 1000 in pro-labore, you are working, this is your salary, and you spent a hundred reais to produce a electricity bill there.

You don't know where I'm taking it, you know, but it's here at the end of the scenario. I'm in, I'm out, I'm in, I'm out, finally and coming back. Adding, subtracting from those R $ 4000 there that you billed all these bills, these expenses here at the end of the first month, assuming that all these expenses were here in the first month, obviously that in reality you have other things, you have a cost of raw materials press has other things you have to include, but here is a simplified example.

So positive minus all the negatives left in your company's cash, not in your pocket, in your company's cash at the end of the first month 1780 reais. It is at the company's cash register, it is not for you because you have already taken the thousand reais out of pro-labore. Here is the company do not put the money, the hand on your money will not break you!

This was the picture of your cash flow in the first month, but the cash flow is an evolution over time, so let's move on to the same example. In the second month, his brigadeiria earned R $ 3000. Positive, it is green, put it in the spreadsheet in your excel.

On the other hand you also have some expenses that are the same, you have the same R $ 1000 of gasoline you can get your same R $ 1000 from pro-labore, however, however, on the other hand, every way, you billed you sold less you sold a thousand reais and obviously you will pay less credit card fees. Those R $ 120 you paid in the first month are now R $ 90 and that R $ 100 here was for something else that I didn't play but supposing that everything went well here in your spreadsheet and you didn't forget an expense, you go there and put all those expenses in excel and at the end of the month at the end of the second month adding up with the cash left over at the end of the first month, you have 2590 reais in the cash which is basically what was left in the cash of the first month plus this billing of the 2nd, minus expenses from the second and then you will be doing it month by month from now on if you want to have a weekly control you can have. The periodicity you define but never more than a month because basically that is what you have your bank account, credit card, so monthly is what I recommend you to do.

And why is the cash flow fundamental in the company much more than the profit itself? Because the cashier 's oxygen if you, for example, have to carry out maintenance on your brigadeiro cart that costs R $ 2000 in the month, you will pay it, your supplier will want to charge you in the month, if you did not have the R $ 2000 screwed up. But if you have this example, you will pay the two thousand and there will be 590 left.

It was still tight, but that's the way it is, but if you did n't have cash control, you did n't have the cash. So believe me again when I tell you that not having a cash control is the main one of the main reasons for company breakdown so it does not do the same thing that people do, it doesn’t become a statistic, learn from me and put it into practice. In theory it is beautiful but I want to see you in practice.

So before leaving here for the love of god, share this video with your future entrepreneur friend, an entrepreneur lost in finance who needs a little financial help, this is one of the main indicators. Share it with them because I know you already liked it and subscribed here to the channel, waiting for next week with the bell activated!