????資金緊張時(shí)期向最佳客戶(hù)尋求幫助，讓現(xiàn)金再次流動(dòng)起來(lái)，這么做通常是最明智的方法。想方設(shè)法讓顧客支付未來(lái)12個(gè)月計(jì)劃購(gòu)買(mǎi)的產(chǎn)品或服務(wù)，理想情況是一次性付清全年的費(fèi)用。雖然這樣一來(lái)，你可能要為客戶(hù)的預(yù)付款提供折扣，但這種方式仍要?jiǎng)龠^(guò)高息貸款。而當(dāng)前大環(huán)境信貸緊張，高息貸款可能是許多公司除此之外唯一的選擇。

????沒(méi)錯(cuò)，要求客戶(hù)預(yù)付款聽(tīng)起來(lái)有些瘋狂，但不妨嘗試一下，不要輕易放棄。成功的創(chuàng)業(yè)者之所以成功，正是因?yàn)樗麄冊(cè)敢馓岢銎渌瞬粫?huì)提出的要求。

????我之所以了解這種策略的效果，是因?yàn)槲乙苍龅竭^(guò)現(xiàn)金流不足的情況。911事件之后，我的公司在一夜之間損失了一大筆收入。我請(qǐng)求17家最好的客戶(hù)預(yù)先向我支付當(dāng)年的相關(guān)款項(xiàng)，結(jié)果他們都表示同意。而作為回報(bào)，我則在當(dāng)年為他們提供一個(gè)固定不變的價(jià)格。

????此外，要密切關(guān)注現(xiàn)金流的管理，以免重蹈覆轍。創(chuàng)業(yè)的第一條鐵律就是，公司成長(zhǎng)的過(guò)程也是消耗大量現(xiàn)金的過(guò)程。如果年比銷(xiāo)售額呈兩倍或三倍增長(zhǎng)，公司很容易就會(huì)陷入資金不足的境地?！静环磷x一下2001年《哈佛商業(yè)評(píng)論》（Harvard Business Review）與此有關(guān)的一篇文章?！?/p>

????現(xiàn)金對(duì)公司的發(fā)展至關(guān)重要，所以公司領(lǐng)導(dǎo)者必須每天關(guān)注現(xiàn)金流情況。要求公司CFO或會(huì)計(jì)員每天早上匯報(bào)公司銀行賬戶(hù)中的現(xiàn)金，同時(shí)簡(jiǎn)要解釋過(guò)去24小時(shí)現(xiàn)金的流入流出情況，以及未來(lái)24小時(shí)的現(xiàn)金流入流出預(yù)測(cè)。網(wǎng)上銀行可以讓現(xiàn)金流管理更加容易。如果不關(guān)注每天的應(yīng)收賬款和應(yīng)付賬款，麻煩很快就會(huì)找上門(mén)。相比研究損益表，日?，F(xiàn)金流報(bào)告可以讓你更全面地了解自己公司的業(yè)務(wù)狀況。就我自己的情況而言，我過(guò)去簡(jiǎn)直就像是客戶(hù)的銀行。

????任何行業(yè)的形勢(shì)均可能發(fā)生突變，因此建立強(qiáng)大的現(xiàn)金儲(chǔ)備應(yīng)該是第一要?jiǎng)?wù)。吉姆?柯林斯《選擇成就卓越》（Great By Choice）一書(shū)中關(guān)鍵的一條經(jīng)驗(yàn)是，最成功的公司之所以能渡過(guò)難關(guān)，原因就在于它們的現(xiàn)金資產(chǎn)比率和現(xiàn)金債務(wù)比率往往是競(jìng)爭(zhēng)對(duì)手的3~10倍。

????911事件之后的經(jīng)濟(jì)衰退讓我徹底明白，我的公司需要更多現(xiàn)金儲(chǔ)備。微軟公司（Microsoft）發(fā)展初期，比爾?蓋茨認(rèn)定，公司銀行賬戶(hù)中的資金規(guī)模應(yīng)該足夠在沒(méi)有收入的情況下讓公司能夠繼續(xù)維持一年的運(yùn)轉(zhuǎn)，我在自己的公司也采取了類(lèi)似的做法。收到17位客戶(hù)預(yù)先支付的款項(xiàng)后，我將足以承擔(dān)公司全年開(kāi)支的現(xiàn)金存入銀行，一直保持至今，這樣我便可以更加安心。沒(méi)有什么能比現(xiàn)金不足能更快地讓一名創(chuàng)業(yè)者變得蒼老。

????此外，我還密切關(guān)注公司的價(jià)格，意識(shí)到我們定價(jià)過(guò)低。后來(lái)，我們把價(jià)格提高了25%，公司的毛利潤(rùn)由此增加了13個(gè)百分點(diǎn)。提高價(jià)格可以抵消為17家客戶(hù)提供折扣的成本。價(jià)格上漲并沒(méi)有讓客戶(hù)望而卻步，而且更健康的毛利潤(rùn)也推動(dòng)了公司的發(fā)展。當(dāng)然，如果你要提高價(jià)格，就必須盡職盡責(zé)，為客戶(hù)提供的最好是他們不可或缺的產(chǎn)品或服務(wù)。（財(cái)富中文網(wǎng)）

????翻譯：劉進(jìn)龍/汪皓

????When money is tight, turning to your best customers is often the smartest way to get cash flowing again. Look for ways to get customers to pay you up front for the things they are planning to buy in the coming 12 months, ideally for a whole year's worth of products or services at once. Even if you have to offer them a discount to pay ahead of time, it beats taking out a high-interest loan, which may be your only other option in today's tight lending climate.

????Yes, it sounds crazy, but don't talk yourself out of this approach before you try it. Successful entrepreneurs do well because they're willing to ask for things that others won't.

????I know this strategy works because I've been in this situation. My business suddenly lost a bunch of revenue overnight after 9/11. I asked 17 of my best customers to advance what they would spend with me that year, and they said yes. In return, I let them lock in that year's prices.

????Meanwhile, take a close look at how you're managing cash flow so this doesn't happen again. The first entrepreneurial law of gravity is that growth sucks cash. It's easy to run out of money if you're doubling or tripling sales year over year. (If you haven't already read the 2001 Harvard Business Review article on the subject, you should.)

????Cash is so critical that you should pay attention to it every day. Have your CFO or bookkeeper report on how much cash you have in the bank every morning -- with a brief explanation for what came in and came out in the last 24 hours -- and what's expected to come in and out over the next month. Online banking makes this very easy. If you're not paying attention to your accounts receivable and accounts payable every 24 hours, it's easy for trouble to sneak up on you. Getting daily reports on your cash flow can teach you more about your business than studying your P&L statements. In my own case, I found out how much I was acting as my customers' bank.

????Conditions in any industry can change in a heartbeat, so building strong cash reserves should be a top priority. One of the key lessons from Jim Collins's Great By Choice is that the most successful companies maintain 3x to 10x the ratio of cash to assets and cash to liabilities of their competitors, so they can weather storms.

????The recession after September 11 made me starkly aware that I needed more cash in reserve in my own company. During Microsoft's (MSFT) early days, Bill Gates decided that the company should keep enough money in the bank to be able to go a full year without revenue, so I followed his lead at my own company. After my 17 customers paid me in advance, I put enough cash to cover a year's worth of expenses in the bank -- and have kept it there ever since -- so I could sleep easier. Nothing ages an entrepreneur more quickly than being low on cash.

????I also took a close look at my prices and realized they were too low. By raising them 25%, I increased my gross margins by 13 percentage points. Charging more enabled me to cover the cost of discounting the services I gave to those 17 customers. My customers didn't balk at the increase, and the healthier gross margins allowed us to grow. Of course, you've got to keep up your end of the bargain if you raise prices. You've got to deliver something customers don't want to do without.