Treasury management brings together a set of activities, techniques, decisions, rules and procedures which ensure liquidity and thus prevent financial risks. Moreover, treasury management cannot be conceived without a real partnership with the banks. The company must know how to ensure the support of its bank in the development phases and their support in the decline phases. With this in mind, our professionals assist you concretely:

Transcription of your operating budget in the form of cash receipts and disbursements which will give you visibility over the coming year of your cash flow peaks. It requires precise analysis of your company’s activity.

The advantage is to be able to anticipate the negotiation of financing lines adapted to your needs, and to have tangible elements to present to your banker to justify the implementation of these lines. On the other hand, it will allow you to identify periods of surplus cash in order to research and plan the best investments for these surpluses.

To ensure continuity in budget management and monitoring of achievements compared to forecasts.

The principle of discrepancies between the operation date of a flow and its value date (date used to calculate the agios) is such that accounting monitoring of cash flow does not allow the treasurer to make financial decisions (financing or investment) compliant with the “Zero Cash” rule. Our experts:

Banks offer a variety of short-term financing to businesses. The cost of this financing varies depending on its nature and purpose. Due to information asymmetry, companies most often negotiate credits that are not adapted to their operating cycle, thus increasing their financial costs. Our experts:

Companies maintain a certain level of liquidity for the daily settlement of their operations. In addition, the holding by the company of idle cash constitutes a renunciation of the financial income that it could have obtained on its financial investments.

It must then determine an optimal level of cash to hold to avoid costs of over-mobilization or under-mobilization of cash resulting from a non-optimal distribution of cash into cash and financial assets. Our experts:

The business-bank relationship is a partnership where everyone wins. The company needs its banker to finance its working capital needs; the banker cannot exist without its customers because the invoicing of cash credits to businesses constitutes the source of its turnover.

It is therefore a partnership that the bank and the company must maintain. However, the costs of the banker's services are sometimes likely to undermine the company's results. It is therefore up to the company to negotiate its financial costs with its banker in order to optimize them.