Understanding Small Business Loans

The world has moved into a brand new era of retail. COVID-19 has forced many businesses to move their operations online or risk bankruptcy. Such a drastic change in the global world of retail begs the question, do customers really want to visit retail stores in 2021? Well, let us be the first to tell you, yes they do. Online shopping might be convenient, but it can never offer the same experience as a retail store. So, with COVID-19 becoming more manageable in certain parts of the world, businesses have once again opened the physical doors for their customers and begun selling in stores. If you need to refresh your memory on how to attract customers to your stores in 2021, here are a few tips to help you out.

Cut Down on Customer Waiting Times

The number of COVID-19 patients may be decreasing, but the pandemic is far from over. People are still taking some precautionary measures, and the general public doesn't want to hang around your store waiting for their turn at the cashier. You should optimize the customer experience to make sure that individuals can come in, buy something, and leave within the span of a few minutes. This might not bring in new customers, but it will keep older ones returning.

Offer Incentives to Customers

E-commerce might not have the same feel. But, it's still superior when it comes to convenience. You need to give the shoppers an incentive to drive out to your store and actually spend time indoors. The world has gotten accustomed to shopping online, and you have to drag them out of their houses by offering incentives. This can be a coupon, a discount code, a buy one gets one free deal, etc. An example of this would be the Costco hotdogs. The store has been selling its hotdogs with a price tag of $1.50 since 1984. The company is honest about the fact that they're losing money annually because of the hotdogs, but it does give an incentive to individuals to visit the store and eventually buy products while they're there.

Curb Appeal

If you haven't opened your store in the past year or so, there's probably some cleaning to do. That's not all. You should definitely consider doing some renovating to offer customers a welcome sight. Also, keep your store clean and hygienic and make sure that your customers know that. Your visitors will always appreciate you abiding by COVID-19 SOPs even while the pandemic is declining.

Conclusion

Regardless of what strategies you employ to attract customers, it’s going to cost you and your business money. If you’re trying to get back up on your feet and regain some financial stability, 2M7 Financial Solutions can help you out. 2M7 offers merchant cash advances that can help businesses bounce back post-shutdown. We can provide your business with a merchant cash advance when you need it. Contact us today to learn more.

Ask most Canadian small business owners what keeps them up at night and the answer is rarely competition or marketing. It's money. More specifically, it's the unpredictable gap between money coming in and money going out. Over 20% of small businesses in Canada are actively concerned about cash flow issues, and given how tight operating conditions have been, that number makes sense. Profitable businesses fail every year in this country. Not because the product wasn't good or the customers weren't there, but because the timing was off.

A cash flow cushion is how you protect yourself from that timing problem. It's not about hoarding cash or being conservative to the point of paralysis. It's about building the kind of financial breathing room that lets you make decisions from a position of stability rather than panic.

Here's how to actually do it.

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Start With a Realistic Picture of Your Cash Flow

You can't build a cushion if you don't know where the gaps are. The first step is getting honest about your monthly inflows and outflows. Not revenue projections, not what you hope to collect. Actual cash.

Map out your recurring fixed costs: rent, payroll, insurance, loan payments, subscriptions. Then layer in your variable costs: inventory, supplies, fuel, contractors. Finally, look at when your customers actually pay you. If you're invoicing net-30 or net-60, there's a real lag between completing work and seeing money. That lag is where businesses get into trouble.

Build a rolling 90-day cash flow forecast and update it every two weeks. You're looking for months where outflows spike or inflows dip. Payroll runs, GST/HST remittances, lease renewals, slow seasons: all of it shows up clearly when you're looking forward instead of reacting.

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Tighten Up What You Can Control

Before looking at outside financing, squeeze your existing cycle. Send invoices the same day work is completed. Offer a small early-payment discount if your margins allow for it (1-2% is enough to change behavior for most customers). Chase overdue accounts on a consistent schedule rather than waiting until you desperately need the money.

On the payables side, don't pay early out of habit. Know your terms and use them. If a supplier offers net-30 and you've been paying in five days, you're giving away cash float. Negotiate better terms when you can. Suppliers who value the relationship will often extend payment windows for reliable customers.

Take an honest look at inventory. Excess stock is cash sitting on a shelf. Float's 2025 Canadian Business Report found that average cash balances across Canadian businesses dropped nearly 5% while total debt stayed flat, meaning businesses are spending down reserves just to keep operating. That's a dangerous place to be when a slow month hits.

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Target a Cash Reserve, Then Build It Methodically

Most financial advisors suggest keeping three to six months of operating expenses in reserve. For many small businesses, that number feels unreachable. Start smaller. Even 30 days of operating expenses in a separate account changes the math significantly when something goes sideways.

The key is treating the reserve contribution like any other fixed expense. A set percentage of every deposit goes to the reserve account. Even 3-5% of monthly revenue, consistently applied, builds real cushion over a year or two.

If your business is seasonal, plan around your peaks. When revenue is strong, bank more than your baseline. Build the cushion before the slow months arrive, not after.

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Use Financing as a Strategic Tool, Not a Crisis Response

Here's something a lot of business owners get backwards: the best time to access financing is before you need it. When you're approaching a lender from a stable position, you have options. When you're in crisis, you don't.

Lines of credit work well for businesses with relatively predictable revenue patterns. Apply when things are going well, even if you don't intend to use the credit immediately. Having the facility in place means you can respond to opportunity or a cash dip without scrambling.

For businesses with strong daily or weekly sales volume but inconsistent bank lending access, a merchant cash advance can provide fast, flexible capital that repays in proportion to your sales. That structure is genuinely useful for managing cash flow because payments naturally flex with your revenue.

For businesses in construction and trades, project timing creates serious cash flow volatility and receivables often lag months behind work performed. Know what your options are before you're staring down a payroll gap. Retailers carrying large inventory positions ahead of peak seasons can look at inventory and growth funding that moves with how their business actually cycles. 

The right type of fast business funding depends entirely on your business model. A restaurant has different needs than a trucking company. Knowing which products fit your situation, before you're under pressure, is part of building a real cushion strategy.

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Don't Overlook Your Credit Profile

Your ability to access affordable financing is directly tied to how lenders see you. If your credit has taken hits, whether personal or business, that limits your options and raises your cost of capital. But it doesn't eliminate them.

Alternative lenders evaluate businesses differently than traditional banks do. Revenue history, consistency, and industry matter as much or more than a clean credit score. Access-to-capital concerns among small businesses hit 29% in 2025, well above the historical average of 22%. That pressure is real, but it's also created a broader ecosystem of lenders who specialize in situations traditional banks won't touch.

If your credit has taken hits, you have more options than you think. It's practical knowledge worth having before you actually need it.

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Build the Habit, Not Just the Balance

A cash flow cushion isn't a one-time project. It's a discipline. The businesses that consistently weather downturns, seasonal dips, and unexpected costs are almost never the ones with the most revenue. They're the ones that made financial visibility and reserve-building a weekly habit, not an annual conversation with their accountant.

According to the federal government's Key Small Business Statistics report, small businesses contribute over 33% of Canada's private sector GDP and employ nearly half the private sector workforce. The stakes for getting this right extend well beyond any single balance sheet.

The cash isn't always there yet. But the plan for getting there can start today.

If you're looking for guidance on which financing options make sense for your business right now, the team at 2M7.ca is available to walk you through.

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There are all types of leaders. Some leaders are more hands-on – they teach and pass on lessons in a direct manner. Others like to lead by example, showing others with their actions rather than words. Although top merchant leaders Canada may take different approaches to leadership, there are underlying characteristics that help them to bring the most out of their staff and have continued success. The most successful leaders share the following initiatives below:

Inspire Others

A successful leaders are able to inspire those they work with, getting them to believe in their vision and have confidence in the plan and strategy for the future.

Honest and Transparent

People need to have trust in their leaders. Transparency, honesty and the ability to follow through are excellent qualities for the leader of a department or team.

Don’t Back Down from a Challenge

When you are in charge of a group of people or overseeing a project, a leader should be able to face challenges and solve problems efficiently.

Motivate Their Team

Respected leaders create a vision and are able to motivate others into wanting to achieve the same goals. Teams that are aligned and working together with a true purpose tend to have long-lasting success.

Drive Results

No matter how they choose to get their message across, a leader has to drive results. Great leaders have a high level of perseverance and aren’t satisfied until they have got the job done.

Effectively Communicate

Whether it’s one-on-one meetings, emails, phone calls, or video chats, leaders make the time to communicate with their team. Having a two-way line of communication is vital to keeping everyone on the same page and motivated.Even the world’s best leaders need help making decisions and need to speak to experts for advice on their business. If you have questions about getting funding or about how merchant cash advances can help your small to medium-sized business, we can help.