Multinational cash management and conglomerate discounts in the euro zone

We discuss the impact of liberalisation, deregulation and the introduction of a single currency on cash management within multinationals in the euro zone. The developments in the euro zone reduce financial market imperfections in transferring cash and diminish the need for separate local cash holdings. This facilitates the centralisation of cash management and headquarters' financial control. Increased financial power of multinational headquarters, moreover, offers opportunities for disintermediation. By exploiting these options multinationals in the euro zone can start to reap additional benefits of internal financing and conglomerate discounts of euro zone multinationals may diminish.

Cash management organisation decision-making: economics, strategy and operations

Abstract:   Aim: This article starts from the observations of two cash management experts, who witness varying company views on the almost-vanished issue of structuring the internal decision-making on the organisation of it. The aim of this article is to put the current challenging developments in a digitalizing world into a conceptual perspective.   Research design: The article singles out motives for either centralization or decentralization of cash management, models to organize cash management functions, as well as developments in the field over the last some thirty years. Various theoretical views are studied briefly in order to find a way out of the signalled paradox.   Findings: It can be concluded that multiple practices may coexist both within and between firms, whereby a refined understanding in terms of financial economics, strategic direction and operational flexibility is called for.   Originality: The present study is unique in that it is among the first to signal the return of the centralisation versus decentralisation issue in cash management in a rapidly evolving digital era and multi-legislation world.   Implications: The developments offer a unique opportunity for firms, further reducing their costs, to overthink their cash management system, including its relation to the external world. The study calls for follow-up research in terms of case studies at organisations with varying contingencies and survey questionnaires among representative samples.     Keywords: cash management organisation, (de-) centralisation, decision-making   JEL: B27, G30, L23  

Rondom zakendoen en risicobeheer: kasgeld in Nederlandse bedrijven

Als bedrijven meer zaken doen, hebben ze ook relatief meer liquiditeiten ("kasgeld") nodig. Maar ook als ze meer risico hebben kan dat het geval zijn, vooral na de wereldwijde financiële crisis van 2008/09. De Nederlandse kasratio (kasgeld/activa) blijkt weliswaar in belangrijke mate stabiel te zijn, maar past zich vertraagd bij omstandigheden aan. Sommige bedrijfsspecifieke factoren doen er daarbij toe: de bedrijfsomvang, het niveau van het werkkapitaal en de marktwaarde versus boekwaarde ratio. De genoemde effecten worden aangetoond in een steekproef van beursgenoteerde bedrijven met hoofdkantoren in Nederland, waarbij er onderscheid wordt gemaakt tussen de jaren 2002–2009 en 2010–2018. Het idee dat het liquiditeitsbeheer steeds meer een onderdeel is geworden van het financieel risicobeheer in plaats van andersom is gewettigd vanwege de onverwachte positieve invloed van werkkapitaal en de invloed van volatiliteit van kasstromen op de kasratio na de financiële crisis

Corporate liquidity in normal and crisis times:what is the best yardstick?

Abstract: Aim: This paper is meant to investigate measures that help to assess corporate liquidity in both normal and crisis periods. Design / research methods: We provide an overview of relevant liquidity measures used by both professionals and academics, apply regular liquidity measures on three major European electricity suppliers, study three local cases to find out how a recent crisis affected liquidity and provide an overview of liquidity management on 27 electricity, oil/gas and other multinational firms. Conclusions / findings: Liquidity measures concentrate on cash ratios, working capital ratios and in specific the cash conversion cycle (CCC). It appears to matter whether a company is production driven or sales driven. In crisis times, whereas priorities do change, liquidity measures should not. Originality / value of the article: We plead for keeping a close eye on the CCC in both good and bad times. The article provides various recommendations to academics and practitioners