e could provide a vital service to this business. The broker explained that the company could part-exchange their current vehicles or he would sell them on the open market on their behalf to raise some cash. The next step was to decide on a monthly payment for the fleet of vehicles that the company could lease for three years. SoA manufacturing company with 120 staff historically bought their company vehicles from the local dealer who offered excellent service, choice and most importantly a large discount. The quantity of cars required at this stage was six and two vans, which they purchased from ex-demonstration stock.

The company was experiencing a surge in production and as a result they had to manage cash flow tightly as expenditure on meeting the production deadlines was going out long before the products were being paid for. As a result the financial team looked at the accounts and decided to look at cost cutting across the business to sustain the cash until they got paid.

One area that seemed to stand out as an obvious cut was company cars. The current cars were bought outright and part-exchanged after twelve months or when a new member of the team joined the company. The company employed contract workers who needed a car to travel to appointments and this was one area that could be changed to help improve the cash flow of the business.

The financial director spoke to the dealer who identified a contract hire and leasing company who specialised in company vehicle finance for business. The broker liaised with both the dealer who sourced the vehicles and the finance company that provided the finance and therefore could provide a vital service to this business. The broker explained that the company could part-exchange their current vehicles or he would sell them on the open market on their behalf to raise some cash. The next step was to decide on a monthly payment for the fleet of vehicles that the company could lease for three years. So

surge in production and as a result they had to manage cash flow tightly as expenditure on meeting the production deadlines was going out long before the products were being paid for. As a result the financial team looked at the accounts and decided to look at cost cutting across the business to sustain the cash until they got paid.

One area that seemed to stand out as an obvious cut was company cars. The current cars were bought outright and part-exchanged after twelve months or when a new member of the team joined the company. The company employed contract workers who needed a car to travel to appointments and this was one area that could be changed to help improve the cash flow of the business.

The financial director spoke to the dealer who identified a contract hire and leasing company who specialised in company vehicle finance for business. The broker liaised with both the dealer who sourced the vehicles and the finance company that provided the finance and therefore could provide a vital service to this business. The broker explained that the company could part-exchange their current vehicles or he would sell them on the open market on their behalf to raise some cash. The next step was to decide on a monthly payment for the fleet of vehicles that the company could lease for three years. So

d.

One area that seemed to stand out as an obvious cut was company cars. The current cars were bought outright and part-exchanged after twelve months or when a new member of the team joined the company. The company employed contract workers who needed a car to travel to appointments and this was one area that could be changed to help improve the cash flow of the business.

The financial director spoke to the dealer who identified a contract hire and leasing company who specialised in company vehicle finance for business. The broker liaised with both the dealer who sourced the vehicles and the finance company that provided the finance and therefore could provide a vital service to this business. The broker explained that the company could part-exchange their current vehicles or he would sell them on the open market on their behalf to raise some cash. The next step was to decide on a monthly payment for the fleet of vehicles that the company could lease for three years. So

d to help improve the cash flow of the business.

The financial director spoke to the dealer who identified a contract hire and leasing company who specialised in company vehicle finance for business. The broker liaised with both the dealer who sourced the vehicles and the finance company that provided the finance and therefore could provide a vital service to this business. The broker explained that the company could part-exchange their current vehicles or he would sell them on the open market on their behalf to raise some cash. The next step was to decide on a monthly payment for the fleet of vehicles that the company could lease for three years. So

e could provide a vital service to this business. The broker explained that the company could part-exchange their current vehicles or he would sell them on the open market on their behalf to raise some cash. The next step was to decide on a monthly payment for the fleet of vehicles that the company could lease for three years. So instead of paying ?25,000 minimum per vehicle in one hit the company now had a monthly payment of ?1840.00 spread over three years for eight vehicles (including the vans).

The company have now increased their workforce by 10% due to an increase in production. They are grateful to have set up a vehicle leasing scheme as this means they can offer a company car to new contractors without paying out a large sum of money in one go. Also, the cars come with maintenance packages which means they are not paying for the vehicles to be serviced or for breakdowns as this is all covered within their monthly payment.