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  • Making a Profit


    Accountants are responsible for preparing three primary types of financial statements for a business. The income statement reports the profit-making activities of the business and the bottom-line profit or loss for a specified period. The balance sheets reports the financial position of the business at a specific point in time, ofteh the last day of the period. and the statement of cash flows reports how much cash was generated from profit what the business did with this money.

    Everyone knows profit is a good thing. It’s what our economy is founded on. It doesn’t sound like such a big deal. Make more money than you spend to sell or manufacture products. But of course nothing’s ever really simple, is it? A profit report, or net income statement first identifies the business and the time period that is being summarized in the report.

    You read an income statement from the top line to the bottom line. Every step of the income statement reports the deduction of an expense. The income statement also reports changes in assets and liabilities as well, so that if there’s a revenue increase, it’s either because there’s been an increase in assets or a decrease in a company’s liabilities. If there’s been an increase in the expense line, it’s because there’s been either a decrease in assets or an increase in liabilities.

    Net worth is also referred to as owners’ equity in the business. They’re not exactly interchangeable. Net worth expresses the total of assets less the liabilities. Owners’ equity refers to who owns the assets after the liabilities are satisfied.

    These shifts in assets and liabilities are important to owners and executives of a business because it’s their responsibility to manage and control such changes. Making a profit in a business involves several variable, not just increasing the amount of cash that flows through a company, but management of other assets as well.

  • Bookkeeping Basics


    Most people probably think of bookkeeping and accounting as the same thing, but bookkeeping is really one function of accounting, while accounting encompasses many functions involved in managing the financial affairs of a business. Accountants prepare reports based, in part, on the work of bookkeepers. Bookkeepers perform all manner of record-keeping tasks. Some of them are discussed in the following paragraphs.

    They prepare what are referred to as source documents for all the operations of a business – the buying, selling, transferring, paying and collecting. The documents include papers such as purchase orders, invoices, credit card slips, time cards, time sheets and expense reports. Bookkeepers also determine and enter in the source documents items referred to as the financial effects of the transactions and other business events. Those include paying the employees, making sales, borrowing money or buying products or raw materials for production.

    Bookkeepers also make entries of the financial effects into journals and accounts. These are two different things. A journal is the record of transactions in chronological order. An accounts is a separate record, or page for each asset and each liability. One transaction can affect several accounts.

    Bookkeepers prepare reports at the end of specific period of time, such as daily, weekly, monthly, quarterly or annually. To do this, all the accounts need to be up to date. Inventory records must be updated and the reports checked and double-checked to ensure that they’re as error-free as possible.

    And they also compile complete listings of all accounts. This is called the adjusted trial balance. While a small business may have a hundred or so accounts, very large businesses can have more than 10,000 accounts.

    The final step is for the bookkeeper to close the books, which means bringing all the bookkeeping for a fiscal year to a close and summarized.


  • Profit and Loss


    It might seem like a no-brainer to define just exactly what profit and loss are. But of course these have definitions like everything else. Profit can be called different things, for a start. It’s sometimes called net income or net earnings. Businesses that sell products and services generate profit from the sales of those products or services and from controlling the attendant costs of running the business.

    Profit can also be referred to as Return on Investment, or ROI. While some definitions limit ROI to profit on investments in such securities as stocks or bonds, many companies use this term to refer to short-term and long-term business results. Profit is also sometimes called taxable income.

    It’s the job of the accounting and finance professionals to assess the profits and losses of a company. They have to know what created both and what the results of both sides of the business equation are. They determine what the net worth of a company is. Net worth is the resulting dollar amount from deducting a company’s liabilities from its assets.

    In a privately held company, this is also called owner’s equity, since anything that’s left over after all the bills are paid, to put it simply, belongs to the owners. In a publicly held company, this profit is returned to the shareholders in the form of dividends.

    In other words, all liabilities have the first claim on any money the company makes. Anything that’s left over is profit. It’s not derived from one element or another. Net worth is determined after all the liabilities are deducted from all the assets, including cash and property.

    Showing a profit, or a positive figure on the balance sheet, is of course the aim of every business. It’s what our economy and society are built on. It doesn’t always work out that way. Economic trends and consumer behaviors change and it’s not always possible to predict these and what income they’ll have on a company’s performance.

  • What is accounting fraud?

    Accounting fraud is a deliberate and improper manipulation of the recording of sales revenue and/or expenses in order to make a company’s profit performance appear better than it actually is. Some things that companies do that can constitute fraud are:

    • Not listing prepaid expenses or other incidental assets
    • Not showing certain classifications of current assets and/or liabilities
    • Collapsing short- and long-term debt into one amount.

    Over-recording sales revenue is the most common technique of accounting fraud. A business may ship products to customers that they haven’t ordered, knowing that those customers will return the products after the end of the year. Until the returns are made, the business records the shipments as if they were actual sales. Or a business may engage in channel stuffing.

    Channel stuffing is when a business delivers products to dealers or final customers that they really don’t want, but such a business makes deals on the side that provide incentives and special privileges if the dealers or customers don’t object to taking premature delivery of the products. A business may also delay recording products that have been returned by customers to avoid recognizing these offsets against sales revenue in the current year.

    The other way a business commits accounting fraud is by under-recording expenses, such as not recording depreciation expense. Or a business may choose not to record all of its cost of goods sold expense fore the sales made during a period. This would make the gross margin higher, but the business’s inventory asset would include products that actually are not in inventory because they’ve been delivered to customers.

    A business might also choose not to record asset losses that should be recognized, such as uncollectible accounts receivable, or it might not write down inventory under the lower of cost or market rule. A business might also not record the full amount of the liability for an expense, making that liability understated in the company’s balance sheet. Its profit, therefore, would be overstated.




  • Blueprint for Building Your Successful Business




    Study reasons for failure

    Starting a business and becoming successful is often part of the American Dream. But there is a difference between starting a business and building a successful business. Many businesses fail within the first few years of existence due to the lack of planning for the long-term, in many cases because there is not enough vision and there is not enough done to properly strengthen the business from the ground up.

    If you want to start a business there is an easy way to get a better understanding of why some businesses fail and others don’t. When starting a business try to think about it in terms of building a house. If done right, the house will protect you against any kind of storm or other dangerous elements from the outside world, and it will last for a long time.

    Develop and follow a plan

    Following the same line of reasoning for your business, as the house offer shelter and protection because it was constructed properly, your business will offer economical well-being when It is built properly. For you and your business the translation is, you want to have a business that is able to weather economical ups and downs (a la the storm in our house example) and that will provide income to pay the bills (a la shelter and protection in our house example).

    When building a house there are several different steps you must take in order to have that house built properly. You know you want a house, but first you have to pick a location and get an architect to draw up a plan and a set of specifications. In the business world that would translate to: You know you want to start a business, but you have to come up with a business idea and develop a business plan.

    Lay a solid foundation

    The next step for the house would be to build a foundation (and eventually the basement) for the house. In the business scenario, you have to build the initial infrastructure (example: connecting with vendors, finding a manufacturer , creating a sales team, renting office space, getting a delivery truck, etc.). Once that is in place you’ll be able to actually do business and earn some money.

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    However, you are not completely done yet, because you still need to build a frame, put in windows and install a roof on the house. Similarly for , you’d have to pay off debt, improve business processes and get professional help when needed (example: find a tax accountant, select a payroll service, etc.).

    Once the house is built you probably want to furnish it and make sure the interior is suitable for your family’s comfort and safety for present time as well as years in the future. Obviously nobody wants to sleep on the floor, if a bed and other furniture is available.

    Reinvest in your business!

    This stage of the house construction, which is close to completion, is translated to building the business in the sense that you are investing money you earned back into your business. Business owners reinvesting in their businesses is something that is done routinely. One example of that is buying machinery instead of leasing it.

    Eventually the business buys a building, hire more staff, , move into new markets, build up a high cash reserve, and buy other businesses and so forth. This is often the step where winners and losers separate. Re-investing money into the business is a key factor for success. If you go and spend all the money on your own salary to buy personal things, you have nothing to go back to when the economy slips into a recession or some kind of disaster.

    Build up a cash reserve

    The successful business owner has built up a cash reserve or can borrow money from a bank – securing loans with the assets of the business. Going back to building a house this pretty much matches the same efforts.

    You pay off your mortgage and have equity available to eventually borrow against when emergency arises. Emergencies do not include paying off credit cards to use them again or to buy a car. Financially responsible owners (home or business) should be looking at the long term and not finance short-term goods with long-term debt.

     

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  • Creative Professionals Need Not Charge by the Hour


    One of the biggest challenges creative businesses have had to contend with in the past, and still exist to a great extent, is getting paid what they are worth. The root of the problem was not the client’s inability to pay the money requested; and it isn’t that the client is unwilling to pay what the service is worth. The root of the problem is in how you, the professional, is charging and how you are creating value in the mind of the client.

    In order to buck the trend – so to speak – and start getting paid for the value you provide, instead of the time you spent on a particular project, you must do a couple of things. First, you must create a business based on value pricing and not hourly pricing. The number one worst way to charge (and most creative businesses have been charging this way) is by the hour.

    Frankly, it shouldn’t matter how long it takes you to solve the client’s problems or provide your service, it should matter that the client is getting what s/he needs and what he wants. If you’re creating value and you’re giving them value, they’ll pay you for that value. They should not be paying you for your time.

    Second, you must determine what value you are providing. If you’re being paid for your time you’re essentially setting a ceiling on how much money you can make because you can only work so many hours. Therefore, you must determine, specifically what your value is to the customer/client, not how many hours you will work for that customer/client.

    Here are a few questions to consider in that regard:

    • How do you impact that customer or potential client?
    • What do you provide to them that will help them and help to solve their problems?
    • How will solving these problems impact the customer?
    • Is it a problem with high impact or low impact?
    • What is important to the customer?
    • Why is it important to the customer?
    • How important is it?
    • Have they had experiences working with someone in your type of business before?
    • If so, was it a good or bad experience? Why? Exactly what happened?
    • Why is the client coming to you for this issue?
    • What is the client’s definition of success with this project?
    • Ask him to describe specific ways he will know he made the right choice in hiring you.

    By getting the answers to these questions – not guessing what the client will say, but actually getting the client to answer these questions – you will have the information you need to create VALUE in the mind of the client. If they perceive your work to be valuable, they will be thrilled to pay you. If they do not perceive your work to be of value, they won’t pay you no matter how low you go on the pricing scale.

    It’s all in the mind of the client. Get in their head and understand specifically what they want and, even more specifically, why they want it. Once you do that, getting paid what you are worth becomes a matter of how-much-is-your-bill-I’ll-get-the-checkbook, instead of “I don’t know-I want to think about it a little more, let-me-get-back-to-you.

    For the purpose of pricing, think of your business as if were a real estate agency where commissions are negotiated between the principal (the seller of property) and the agent (the real estate broker), without the imposition of any “set” fees or hourly payments for the agent’s time.

    The broker may negotiate a higher fee if s/he believes the job may require more resources, advertising and risk, or s/he may negotiate lesser of a commission if the sale is considered a “slam dunk”. The point is – based on my frame of reference – there is no preset fees, hourly prices or time-based payments for the agent’s compensation.

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  • Being an Entrepreneur: Skillful, Creative, Committed


    A small business owner is expected to be creative and inventive, if s/he is expected to succeed in the operation of his/her enterprise. While small business owners are not expected to be geniuses, most of them are entrepreneurs, and therefore must possess the skill, creativity and commitment to their craft in order to be successful. If you have a sneaky feeling that creativity is not one of your strong points, you may then ask, what can I do to stimulate my brain and get it kicked-started? The answer may lie in the few ideas provided in the following paragraphs

    Be unlimited

    Too many people are ‘limited thinkers’. They have their world placed squarely in a box and nothing can exist outside of that. If the newspaper reports something then it must be right. If Joe next door says that something is impossible then he must be right. As a small business owner, you cannot afford to be a ‘limited thinker’.

    You have to be an ‘unlimited thinker’ in order to be a successful entrepreneur or enterpriser. Get into the habit of seeing no boundaries; decide that there are no taboos. Be imaginative, originative, even fanciful. Have the belief that with a bit of focus you can find a creative solution to all of your problems. This is the foundation for a creative thought process.

    Be a future-focused writer

    Creative ideas invariably come when you ‘look’ into the future. The feeling of propelling yourself forward and seeing the problem solved is a great motivator. Do you think you could achieve the same result if you were backward focused? I don’t think so! Train yourself to be future-focused, always looking ahead, not a traditional thinker who tries to find answers in today’s world.

    Once you open your mind to the joys of creativity the ideas will quickly start flowing, as if someone has opened the flood gates! Just like flood water, unless you catch it the ideas are lost for ever. Capture all your ideas by carrying a small pocket notebook with you. As soon as an idea pops into your mind, write it down. It doesn’t matter how outlandish it is, you can look at it in the cold light of day later on.

    The fact you are responding to the ideas by noting them will further encourage you to be even more creative – good deeds encourage more good deeds! And the same can be said of “good habits”. If you get into a good habit routine, you will be pleasantly surprised at how your actions will automatically adjust to the good habit routine with little effort on your part.

    Be clutter-free & action-oriented

    If you are naturally an untidy person, then get out of the habit! A cluttered office will lead to a cluttered mind. You cannot expect your brain to work efficiently when all it’s doing is constantly reminding you how untidy your office is. To be creative remove all the clutter from your life and free your mind.

    All of these points are great, but if you don’t take any action with your ideas, then you may as well not have bothered. An idea is nothing but a thought unless you take a specific action to help bring it to life. Periodically review your notebook and see if there are any hidden gems, or ideas which can be quickly actioned.

    A lot of your ideas may not suit at all but in there somewhere is probably an idea, which if acted upon, could change you or your business. Commit fully to move forward on as many of your ideas as you can. Don’t be afraid to break down the boundary walls. As John Stuart Mill said, “That which seems the height of absurdity in one generation often becomes the height of wisdom in the next.”

    And yes… be a dreamer!

    There’s a great line in Alice in Wonderland when the Queen says, “Sometimes I think of 6 impossible things before breakfast.” I think you’ll agree that this has to be creativity at its best! As a small business owner this is an ideal you really need to strive for … but how on earth can you open up your mind to get to the point where ideas just spill out?

    I’ll leave you with this thought to ponder: If you can be creative enough to be dismissed as a dreamer, you may just be on the fast track to success as an entrepreneur. If not, you need a little practice, and NOW may be as good a time to get started as any.

     

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