Capital refers to the financial resources a business has available to fund its operations, investments and growth.
Capital can come from a range of sources, including money invested by owners, retained profits, and external funding such as loans, invoice financing or equity investment.
How a business manages and deploys its capital, and where that capital comes from, has a direct impact on its ability to operate day to day and pursue growth opportunities.
Also known as: CAPEX
Capital expenditure, often abbreviated as CAPEX, is spending on longer-term assets that are expected to provide value to a business over multiple years.
Typical examples include machinery, equipment, vehicles, and improvements to business premises. These purchases are treated differently to day-to-day running costs because their value is used, and often depreciated, over an extended period rather than consumed immediately.
CAPEX is distinct from operating expenditure, or OPEX, which covers the regular costs of running the business, such as salaries, rent and utilities. A business planning significant capital expenditure often needs to think carefully about how that spending is funded, whether from cash reserves, asset finance, or another form of business funding.
A cash balance is the amount of cash a business has immediately available, typically held in its bank accounts.
Cash balance is a snapshot figure at a particular point in time, distinct from cash flow, which describes the movement of cash into and out of the business over a period. A healthy cash balance gives a business flexibility to meet short-term obligations and respond to unexpected costs or opportunities.
Also known as: burn rate
Cash burn is the rate at which a business is spending its available cash over a given period.
The term is especially relevant when a business's cash outflows exceed its inflows, meaning its cash balance is steadily decreasing. Understanding the cash burn rate helps a business estimate how long its current cash reserves will last if the pattern continues.
The cash conversion cycle measures how long it takes a business to convert money spent on inventory back into cash from customer sales.
It combines three timing measures: how long inventory sits before being sold, how long it takes customers to pay after being invoiced, and how long the business takes to pay its own suppliers. Together, these show the length of time cash is tied up in the operating cycle.
A shorter cash conversion cycle generally means cash returns to the business more quickly, which can reduce the need for external working-capital funding. A longer cycle, often caused by slow-paying customers or long inventory holding periods, can create pressure on cash flow even in a profitable business.
Formula
Cash Conversion Cycle = Inventory Days + Receivable Days − Payable Days
Example
A business holds inventory for 30 days on average, takes 60 days to collect payment from customers, and pays its own suppliers after 30 days. Its cash conversion cycle is 30 + 60 − 30 = 60 days, meaning cash is tied up in the cycle for around two months before it returns to the business.
Cash flow is the actual movement of money into and out of a business over a given period.
Cash inflows typically include customer payments, funding received and other income, while cash outflows include supplier payments, payroll, rent, taxes and loan repayments. Positive cash flow means more money is coming in than going out over the period; negative cash flow means the opposite.
Cash flow is frequently confused with profitability, but the two are different concepts. Profitability measures whether revenue exceeds costs on paper, based on when income and expenses are recorded, while cash flow measures when money actually moves. A business can be profitable overall and still experience cash-flow problems if there is a timing gap between recording a sale and receiving the cash for it.
Operating cash flow, which focuses specifically on cash generated or used by core business activities, is one of the most closely watched measures of a business's underlying financial health.
The cash flow statement is one of the three core financial statements, showing how cash moved into and out of a business during a period.
It breaks cash movements into three categories: operating activities, which relate to core day-to-day business; investing activities, such as buying or selling equipment; and financing activities, such as raising or repaying funding.
Unlike the income statement, which can include non-cash items, the cash flow statement focuses purely on actual cash movements, making it a useful tool for understanding a business's liquidity alongside its profitability.
A cash reserve is an amount of cash a business deliberately holds as a buffer against unexpected costs, revenue shortfalls or volatility.
Maintaining a cash reserve can help a business absorb shocks, such as a late-paying customer or an unplanned expense, without immediately needing to seek emergency funding or delay its own supplier payments.
A cash-flow forecast is a projection of a business's expected cash inflows and outflows over a future period.
Forecasts are often built on a monthly basis and take into account known and expected items such as customer receipts, supplier payments, payroll, VAT obligations, and seasonal fluctuations in sales or costs.
A well-maintained cash-flow forecast helps a business anticipate periods when cash may be tight, giving it time to plan, adjust spending, or arrange funding in advance rather than reacting to a shortfall after it occurs.
A cash-flow gap is the timing mismatch between when a business must pay its own costs and when it receives payment from its customers.
This gap is a common and normal feature of business, especially for companies that sell on credit terms, but it can create real pressure if not planned for, since obligations such as payroll and supplier invoices often cannot wait for customer payment.
Example
A supplier payment is due in 15 days, but the business's own customer is on 60-day terms and has not yet paid. This creates a 45-day cash-flow gap in which additional working capital may be required.
Collateral is an asset pledged as security against a funding arrangement, which a provider may claim if the obligation is not met.
Assets commonly used as collateral include property, equipment, vehicles or, in some cases, receivables. Secured funding, which relies on collateral, can be contrasted with unsecured funding, which does not require specific assets to be pledged as security.
Compound interest is interest calculated not only on the original amount borrowed or invested, but also on interest that has already accumulated.
Because interest is added to the base amount over time, compound interest can grow more quickly than simple interest, which is calculated only on the original principal. This concept is relevant to understanding how the cost of certain credit products, or the growth of savings and investments, can accelerate over time.
Contribution margin is the amount of revenue remaining after variable costs are deducted, which contributes towards covering fixed costs and generating profit.
Understanding contribution margin helps a business see how much each additional sale actually contributes financially, once the costs that scale directly with production or sales volume are accounted for.
Formula
Contribution Margin = Sales Revenue − Variable Costs
Cost of capital is the economic cost a business incurs to obtain funding, whether through debt or equity sources.
For debt funding, this cost is typically reflected in interest and fees. For equity funding, the cost is less direct, reflecting the return investors expect in exchange for the risk of their investment, often via future growth in the value of their stake.
Businesses weighing different funding options often consider cost of capital alongside other factors such as repayment structure, ownership implications and flexibility.
Also known as: COGS
Cost of goods sold, or COGS, is the direct cost attributable to producing or acquiring the products a business sells.
For a retailer, this might include the wholesale cost of stock; for a manufacturer, it could include raw materials and direct production costs. COGS excludes broader operating costs such as marketing, administration or rent, which are treated separately as operating expenses.
Subtracting COGS from revenue gives gross profit, one of the key building blocks for understanding a business's overall profitability.
Credit assessment is the process a funding provider uses to evaluate a business's ability and likelihood to meet its financial obligations.
A credit assessment typically draws on multiple sources of information rather than a single figure. This can include the business's revenue and its consistency over time, banking transaction data, trading history, existing liabilities and repayment behaviour, and, for certain products, the quality of outstanding invoices or other receivables.
Cash flow is often a central focus of credit assessment for SME funding, since it reflects the business's real, day-to-day ability to generate the money needed to meet ongoing obligations, alongside repayment of any new funding.
Because different funding providers weigh these factors differently depending on the product being offered, the outcome of a credit assessment can vary between providers even for the same business.
A credit facility is an arrangement that gives a business access to an approved amount of funding under agreed terms and conditions.
Rather than receiving a single lump sum, a business with a credit facility can typically draw down funds as needed, up to an approved limit, according to the facility's terms. Common examples include overdrafts, lines of credit, and revolving credit facilities.
A credit limit is the maximum amount of funding available to a business under a particular credit facility.
A business does not necessarily need to use its full credit limit at any given time; many facilities allow funds to be drawn and repaid flexibly up to that ceiling, with the utilisation rate describing how much of the limit is currently in use.
Credit risk is the risk that a borrower or customer will fail to meet their financial obligations as agreed.
For a funding provider, credit risk relates to the possibility that a business will not repay funding as agreed. For a business extending credit terms to its own customers, credit risk relates to the possibility that those customers will not pay their invoices on time, or at all.
Credit terms are the conditions under which goods, services or finance are provided to a business or its customers before payment is made in full.
For a business granting credit terms to customers, this typically specifies the payment period, such as 30, 60 or 90 days. For a business receiving credit terms from a supplier or funding provider, the terms set out repayment expectations and any related conditions.
Creditworthiness describes how financially reliable a business is considered to be, based on its ability and track record of meeting financial obligations.
Factors that influence creditworthiness typically include payment history, financial stability, revenue trends and existing liabilities. A business with strong creditworthiness generally finds it easier to access funding and may be offered more favourable terms.
Current assets are resources a business expects to convert into cash, sell or use up within twelve months.
Common examples include cash itself, accounts receivable, inventory, and other short-term assets. Current assets are compared against current liabilities to assess a business's short-term financial position, including through measures such as working capital and the current ratio.
Current liabilities are financial obligations a business expects to settle within twelve months.
This typically includes amounts owed to suppliers, short-term borrowings, accrued expenses, and tax payable. Comparing current liabilities against current assets helps show whether a business has enough short-term resources to meet its near-term obligations.
The current ratio measures a business's ability to cover its short-term liabilities using its short-term assets.
It is calculated by dividing current assets by current liabilities. A higher ratio generally indicates more short-term assets relative to short-term obligations, while a lower ratio can indicate tighter short-term liquidity.
There is no single ratio that automatically indicates financial health for every business; what is typical can vary by industry, business model and stage of growth, so the current ratio is best interpreted alongside other financial information.
Formula
Current Ratio = Current Assets ÷ Current Liabilities
Example
Current Assets of R2.5 million ÷ Current Liabilities of R1.7 million = a current ratio of approximately 1.47.