Are You Managing Your Business Bottom Line?




If you don’t keep track of how much money you’re making, you have no idea whether your business is successful or not. You can’t tell how well your marketing is working. And I don’t just mean you should know the amount of your total sales or gross revenue. You need to know what your net profit is. If you don’t, there’s no way you can know how to increase it.

If you want your business to be successful, you need to make a financial plan and check it against the facts on a monthly basis, then take immediate action to correct any problems. Here are the steps you should take:

  • Create a financial plan for your business. Estimate how much revenue you expect to bring in each month, and project what your expenses will be.
  • Remember that lost profits can’t be recovered. When entrepreneurs compare their projections to reality and find earnings too low or expenses too high, they often conclude, “I’ll make it up later.” The problem is that you really can’t make it up later: every month profits are too low is a month that is gone forever.
  • Make adjustments right away. If revenues are lower than expected, increase efforts in sales and marketing or look for ways to increase your rates. If overhead costs are too high, find ways to cut back. There are other businesses like yours around. What is their secret for operating profitably?
  • Think before you spend. When considering any new business expense, including marketing and sales activities, evaluate the increased earnings you expect to bring in against its cost before you proceed to make a purchase.
  • Evaluate the success of your business based on profit, not revenue. It doesn’t matter how many thousands of dollars you are bringing in each month if your expenses are almost as high, or higher. Many high-revenue businesses have gone under for this very reason — don’t be one of them.

A Look at Basic Accounting Principles




Accounting has been defined by Professor of Accounting at the University of Michigan William A Paton as having one basic function: “facilitating the administration of economic activity. This function has two closely related phases.” The first, according to professor Patton, is: Measuring and arraying economic data; and the second is: Communicating the results of this process to interested parties.”

As an example, a company’s accountants periodically measure the profit and loss for a month, a quarter or a fiscal year and publish these results in a statement of profit and loss that is called an income statement. These statements include elements such as accounts receivable, (what is owed to the company) and accounts payable (what the company owes).

It can also get more detailed and complicated with subjects like retained earnings and accelerated depreciation. This is at the higher levels of accounting as well as in the organization. Much of accounting though, is also concerned with basic bookkeeping. This is the process that records every transaction, including every bill paid, every dime owed, every dollar and cent spent and all accumulated factors.

But the owners of the company – which can be individual owners or millions of shareholders – are most concerned with the summaries of these transactions that are contained in the financial statement. The financial statement summarizes a company’s assets. A value of an asset is what it cost when it was first acquired. The financial statement also records what the sources of the assets were.

Some assets are in the form of loans that have to be paid back. Profits are also an asset of the business. In what is called double-entry bookkeeping, the liabilities are also summarized. Obviously, a company wants to show a higher amount of assets to offset the liabilities and show a profit. The management of these two elements is the essence of accounting.

There is a system for doing this; not every company or individual can devise their own systems for accounting; the result would be chaos!