Business Systems and Processes.

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Improving Business Systems Can Reverse Cash Flow Cancer!

In my business career, I’ve experienced cash-flow problems several times and have suffered vicariously with many of my accounting clients. Not having enough money to pay bills, hire people, or add equipment can be very distressing. However, the extra cash you need to properly run your business is available—if you know where to look. Don’t let a chronic cash shortage put your business on life support!

Diagnose Cash Flow Problems

Inadequate cash flow is usually the result of weak business systems or processes that fail to produce a profit or that keep working capital tied up too long. However, it is more than just a symptom of under-performing systems. Like cancer, insufficient cash flow leads to a breakdown of one system after another until it eventually kills the business.

A Symptom and a Cause

Inadequate cash flow is both a symptom and a cause of system breakdowns.

Poor cashflow is a symptom of:

  • Unprofitable operations.
  • Inadequate margins; break-even is reached too late in the month.
  • A pricing system that doesn’t recognize true costs, or competes on low price.
  • Labor expense that is high due to worker inefficiencies.
  • Excessive waste, defects, product returns, or rework.
  • Slow collection of money owed; noncollectable bad debt.
  • Poor inventory management (too much inventory/slow turns/obsolescence).
  • Business growth and expansion that exceed financial resources.

Poor cash flow causes further system breakdowns because:

  • Owners divert business development time to cash-management headaches.
  • Important systems are scaled down or eliminated such as marketing, product development, or accounting.
  • Money is borrowed at high-interest rates, further eroding profits.
  • Heavy system busters are introduced such as start-stop work-flow, downtime, unpleasant work environment, and so forth.
  • Worker motivation drops, along with personal and system performance.
  • Employees quit, especially if payroll is delayed; less-experienced people replace them.
  • Owners can no longer hire the best people and the right people.
  • Credibility is lost with vendors, bringing tightened terms (C.O.D) and soured relationships.
  • A growing buzz in the marketplace labels the company, “in trouble.”

Diagnose the Root Cause—And Fast!

It is not uncommon for business owners to mortgage the farm, borrow money from relatives, get a bank loan, or take some other drastic measures to keep the sick patient alive. (Our family once sold a rental house to meet one payroll). However, if owners and managers do not diagnose the root cause of cash-flow problems, it is likely the patient will continue to weaken and eventually die anyway. The longer you wait to begin the healing process, the more difficult the cure becomes.

When poor cash flow causes enough system failures that the business can no longer attract customers or keep them happy, the organization will go into cardiac arrest!

If your company is experiencing slow cash flow, under-performing business systems are the culprit. Could the ailing system be in marketing? collections? pricing? inventory management? operations?

The strong medicine of daily improvement to your vital business systems and processes will soon have you in the pink. Don’t delay another day!

*****Special Alert: My Retirement is Your Gain*****

To give back to the entrepreneurial community, I HAVE DECIDED TO GIVE AWAY MY VALUABLE SYSTEMS-BUILDING SOFTWARE, ecOURSE, AND OTHER INFORMATION ABSOLUTELY FREE. By filling out the form on this page, you will go directly to a download page. This is not hype. There is no catch. You will receive a software product and a “college equivalent” eCourse on how to develop effective business systems and processes. Customers have been paying for this software and eCourse for fourteen years (see What Cutomers Are Saying).

I will show you how to eliminate business frustrations and make more money by creating remarkable systems and processes that boost customer loyalty, profitability and growth. The application of these strategies has proven to be of great worth for owners of many small and mid-size businesses. Put me to the test!

You will learn the following, and much more:

  • How to become a Systems Thinker and raise your business I.Q. by 80 points—OVERNIGHT.
  • What six elements are found in every great business system.
  • How you can remove waste and inefficiency, and build a results-driven organization.
  • Why good systems and processes are the essential ingredient to start, grow, fix or franchise (replicate) your business.

You have nothing to lose and everything to gain. I will not be trying to sell you because you are getting everything for FREE, much more than I have described here. I won’t be contacting you; however, you can contact me for help with the software or your business at any time. Please browse around my website. If you have any questions, email me, Ron Carroll, at

I hope you enjoy and benefit from this FREE offer. It was a labor of love for me to develop. Becoming a Systems Thinker and using the Box Theory™ methodology will be one of the best decisions you have ever made.

I’ll be cheering you on from my quiet fishing hole in the mountains of Utah.

I want to learn how to create remarkable business systems …

Just Retired
Gone Fishing
Your Lucky Day

It's time for me to focus on other things. Many hours and dollars have gone into my software and written materials over the last fourteen years. Now it's time to give back. This is not a gimmick. There is nothing to buy. I give it all to you for free. If you use the software and apply the principles, you can create a remarkable company. See Below. Have fun!

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Michael Gerber, "E-Myth"

Michael Gerber

"Organize around business functions, not people. Build systems within each business function. Let systems run the business and people run the systems. People come and go but the systems remain constant."

W. Edwards Deming, Total Quality Management

W. Edwards Deming

"If you can't describe what you are doing as a process, you don't know what you're doing. . . . 94% of all failure is a result of the system, not people."