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Adjusting A Strategic Cash-Flow Model For Bangladeshi Small And Medium Enterprises: The Art Of Surviving Covid-19 Emergency

Author

Listed:
  • Ariful Islam

    (Putra Business School (AACSB-Accredited), Serdang, Malaysia)

  • Adil Mansoor

    (Putra Business School (AACSB-Accredited), Serdang, Malaysia)

  • Mostafizur Rahman

    (Putra Business School (AACSB-Accredited), Serdang, Malaysia)

  • Sazali Abd Wahab

    (Putra Business School (AACSB-Accredited), Serdang, Malaysia)

Abstract

Purpose: In a very short period, the worldwide pandemic sparked by the COVID-19 has not only taken multiple lives but has also imposed extreme restrictions on both the private and business activities. The purpose of the study at this point is to provide a broader interpretation of how a flexible cash-flow structure of various strategic interventions will enable Bangladeshi SMEs to endure through the emergency. Design/Methodology/Approach: The study has embraced a qualitative approach on basis of online focus group discussion with the support of a professional facilitator. The data collection process includes 09 participants from various fields, such as Academia, SMEs, Media, and NGOs. Findings: Because SMEs are operating in uncertain conditions, the analysis from the discussions suggests that an adjustable integration of various ranges of cash-flow management initiatives, such as cash flow targets, clear payment terms, use of technology, revisit variable cost, extend payables, and government schemes can help SMEs to endure throughout this turbulent time. Research limitation: Prior empirical attempts are subsequently required to inquiry about the proposed model for SMEs from different perspectives. Also, besides, a smaller sample size creates an issue with generalizability. The moderator, intentionally or inadvertently, may inject his personal biases into the participants' exchange of ideas. Practical implications: The formulated model provides recommendations for SMEs and on how to remain competitive through resilience and renewal strategies. Originality/Value: This article is the first to configure a strategic cash-flow management model for Bangladeshi SMEs to harness the entrepreneurial potential of the pandemic.

Suggested Citation

  • Ariful Islam & Adil Mansoor & Mostafizur Rahman & Sazali Abd Wahab, 2020. "Adjusting A Strategic Cash-Flow Model For Bangladeshi Small And Medium Enterprises: The Art Of Surviving Covid-19 Emergency," Business Excellence and Management, Faculty of Management, Academy of Economic Studies, Bucharest, Romania, vol. 10(5), pages 194-213, October.
    • Handle: RePEc:rom:bemann:v:10:y:2020:i:5:p:194-213
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    2. Ivana MARINOVIC MATOVIC & Andjela LAZAREVIC, 2021. "Business Revenue And Job Retention During Covid-19 Crisis In Manufacturing Sector In Serbia," Business Excellence and Management, Faculty of Management, Academy of Economic Studies, Bucharest, Romania, vol. 11(5), pages 113-128, October.
    3. Fiaz Ahmad Sulehri & Muhammad Rizwan & Ismail Senturk, 2022. "The Impact Of Intangible Assets And Firm-Specific Factors On Cash Flows: An Empirical Analysis Of Public Firms Listed On The Pakistan Stock Exchange," Bulletin of Business and Economics (BBE), Research Foundation for Humanity (RFH), vol. 11(3), pages 16-26.

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