然而,瓦劳迪以为与机构投资者的融资安排即将尘埃落定,因而忽视了招揽顾客的进展状况。事实上,敲定数亿欧元融资的时间比预期要长,而在此期间,现金源源不断从这家初创企业流出——支付燃油费用、机场费用和工资。当供应商开始谈论账单拖欠时,媒体大做文章。“这很让人苦恼,瓦劳迪说,“有些文章建议人们不要预订我们的机票,因为我们即将破产,而且我不得不告诉员工,他们能否领到薪水还是个未知数。
Most of the management team agreed to delay taking their pay, and the institutional money eventually landed. Mr Váradi says he learnt a lesson: “You understand it’s not enough to manage a business just for profit – you also have to manage it for cash.
管理班子的大多数人同意推迟领工资,机构投资者的资金也最终落实。瓦劳迪说,他学到了一条教训:“你明白了,经营一家企业不能只为利润着想,你还要考虑现金。
That was just one of the first bumps in the road. Wizz’s passenger numbers have grown strongly since launch – although the rise of about 10 per cent in 2012 to €12m was a little less than in previous years. In 2010 the company broke even, thanks to a change in the way it accounted for maintenance costs. It swung to a loss again last year, but produced pre-tax profits of about €43m in the year to March 31, on sales of €766m.
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