11) An entrepreneur may only cash in his accounts receivable by going to a finance
company for a loan. (pgs. 342 – 343)
12) Accounts receivable represents liquid working capital that can be obtained
prematurely without cost. (pg. 342)
13) Techniques for forecasting future sales are limited to methods that use external or
economic information. (pg. 343)
14) From a microeconomic perspective, a company operating below its optimal output
should always offer generous credit terms in order to stimulate demand. (pg. 344)
15) The credit terms of “10/15, net 30” mean that the payment is due within 15 days, but
if paid within 10 days, there is a net 30% discount. (pg. 344)
16) The two major determinants of the credit decision are the character of the creditor
firm and the capacity of the debtor company to repay the loan. (pg. 347)
17) Building up inventory typically reduces cash levels. (pg. 348)
18) When paying for working capital shortfalls, entrepreneurs look for short-term cash at
the lowest possible rates. (pg. 348)
19) An entrepreneur only requires enough cash to cover needs under the most likely
scenario he/she has forecasted. (pgs. 348 – 349)
20) One way for entrepreneurs to stretch their payables (to take longer to pay bills) is to
take discounts. (pg. 349)
21) If an entrepreneur wants more credit and would like to stretch out her payables, she
can negotiate with her suppliers for more generous credit terms. (pg. 349)
22) By paying bills more slowly, an entrepreneur will hurt his or her business. (pg. 349)