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Knowing Where You Stand (Finance) Teleconference 6/26

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First BAP teleconference

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Knowing Where You Stand (Finance) Teleconference 6/26

  1. 1. Finance for Small Business Ownership And Success — An Adventure In Transformation © 2009 Wright Business Institute, Inc. 1 1 © Wright Business Institute, Inc.
  2. 2. What’s In It For Me? ► More certainty ► Greater accuracy, analysis, and direction ► Greater understanding of how your business works, what works, and what does not ► Improved planning ► Improved problem solving ► Less confusion ► A clear scorecard and feedback © 2009 Wright Business Institute, Inc. 2
  3. 3. The Six Small Business Errors in Finance ► Thinking all money you pay yourself is profit © 2009 Wright Business Institute, Inc. 3
  4. 4. The Six Small Business Errors in Finance ► Thinking all money you pay yourself is profit ► Not keeping good numbers © 2009 Wright Business Institute, Inc. 4
  5. 5. The Six Small Business Errors in Finance ► Thinking all money you pay yourself is profit ► Not keeping good numbers ► Not paying yourself for key roles © 2009 Wright Business Institute, Inc. 5
  6. 6. The Six Small Business Errors in Finance ► Thinking all money you pay yourself is profit ► Not keeping good numbers ► Not paying yourself for key roles ► Not trusting your numbers © 2009 Wright Business Institute, Inc. 6
  7. 7. The Six Small Business Errors in Finance ► Thinking all money you pay yourself is profit ► Not keeping good numbers ► Not paying yourself for key roles ► Not trusting your numbers ► Thinking accountants know business (they know accounting) © 2009 Wright Business Institute, Inc. 7
  8. 8. The Six Small Business Errors in Finance ► Thinking all money you pay yourself is profit ► Not keeping good numbers ► Not paying yourself for key roles ► Not trusting your numbers ► Thinking accountants know business (they know accounting) ► Over Financing © 2009 Wright Business Institute, Inc. 8
  9. 9. Your Two Scorecards – Balance Sheet and P&L Statement ► Balance Sheet—Lets you know your overall financial position in terms of assets and liabilities ► Profit and Loss Statement (P&L)—Lets you know the score of any given unit of time from daily to monthly, quarterly, and annually. The P&L gives you a dynamic picture of what and how you are doing. ► Today we will focus on the P&L. © 2009 Wright Business Institute, Inc. 9
  10. 10. Learning to “Read” Your P&L Learning to read your P&L requires ► Understanding the basics of the P&L ► Reading the percentages within the P&L ► Reviewing comparisons of the P&L against last year, budget, or other variables ► Understanding key ratios and success factors © 2009 Wright Business Institute, Inc. 10
  11. 11. The Profit and Loss Statement (P&L) ► Revenue– Money in © 2009 Wright Business Institute, Inc. 11
  12. 12. The Profit and Loss Statement (P&L) ► Revenue– Money in ► Direct or Variable Costs—Money out © 2009 Wright Business Institute, Inc. 12
  13. 13. The Profit and Loss Statement (P&L) ► Revenue– Money in ► Direct or Variable Costs—Money out ► Gross Profit © 2009 Wright Business Institute, Inc. 13
  14. 14. The Profit and Loss Statement (P&L) ► Revenue– Money in ► Direct or Variable Costs—Money out ► Gross Profit ► Fixed (Overhead) Costs © 2009 Wright Business Institute, Inc. 14
  15. 15. The Profit and Loss Statement (P&L) ► Revenue– Money in ► Direct or Variable Costs—Money out ► Gross Profit ► Fixed (Overhead) Costs ► Net (Profit) © 2009 Wright Business Institute, Inc. 15
  16. 16. A Small Business P&L Acme Company Profit & Loss Statement For Month Ended December 31, 2008 Revenue (Sales) 46,895 Cost of Sales & Delivery 20,865 Gross Profit 26,030 Fixed Expenses 21,011 Net Profit 5,019 © 2009 Wright Business Institute, Inc. 16
  17. 17. Revenue & Cost of Sales/Delivery Categories Acme Company Revenue (Sales) Profit & Loss Statement Consulting 20,451 For Month Ended December 31, 2008 Products 26,444 Revenue (Sales) 46,895 Open Category Total Revenue (Sales) 46,895 Cost of Sales & Delivery 20,865 Gross Profit 26,030 Fixed Expenses 21,011 Cost of Sales & Delivery Sales Commissions 4,298 Net Profit 5,019 Delivery Costs 16,567 Open Category Total Cost of Sales & Delivery 20,865 © 2009 Wright Business Institute, Inc. 17
  18. 18. Fixed Expense Categories Acme Company Fixed Expenses Profit & Loss Statement Payroll 5,104 For Month Ended December 31, 2008 Outside services 6,532 Revenue (Sales) 46,895 Rent 4,875 Supplies 1,155 Cost of Sales & Delivery 20,865 Taxes (real estate, etc.) 1,000 Gross Profit 26,030 Utilities 842 Advertising 288 Fixed Expenses 21,011 Telephone 389 Net Profit 5,019 Car, delivery and travel 387 Accounting and legal 189 Insurance 250 Interest Depreciation Open Category Total Expenses 21,011 © 2009 Wright Business Institute, Inc. 18
  19. 19. Percentage e nu n tal ve tal f Re o f T o c 8 To % ue o De ec 0 Re ls Ac tu08 tua l a ve D % Ac Revenue (Sales) Consulting 20,451 44% Products 26,444 56% Open Category Total Revenue (Sales) 46,895 100% Change figures Cost of Sales & Delivery Sales Commissions 4,298 9% Delivery Costs 16,567 35% Open Category Total Cost of Sales & Delivery 20,865 40% Gross Profit 26,030 56% Fixed Expenses Payroll 5,104 11% Outside services 6,532 14% Rent 4,875 10% Supplies 1,155 2% Taxes (real estate, etc.) 1,000 2% Utilities 842 1.8% © 2009 Wright Business Institute, Inc. 19
  20. 20. Actuals to Budget ce an ls Ac 08 et Bu 08 tua ari dg c c De $v De % Revenue (Sales) Consulting 20,451 25,000 (4,549) -18% Products 26,444 25,000 1,444 6% Open Category Total Revenue (Sales) 46,895 50,000 (3,105) -6% Cost of Sales & Delivery Sales Commissions 4,298 5,000 702 14% Delivery Costs 16,567 15,000 (1,567) -10% Open Category Total Cost of Sales & Delivery 20,865 20,000 (865) -4% Gross Profit 26,030 30,000 (3,970) -13% Fixed Expenses Payroll 5,104 5,000 (104) -2% Outside services 6,532 5,000 (1,532) -31% Rent 4,875 5,000 125 3% Supplies 1,155 1,500 345 23% Taxes (real estate, etc.) 1,000 1,000 0 0% Utilities 842 700 (142) -20% Advertising 288 500 212 42% © 2009 Wright Business Institute, Inc. 20
  21. 21. Comparison to Previous Year ce an ls ls Ac 08 Ac 07 tua tua ari c c De De $v % Revenue (Sales) Consulting 20,451 23,677 (3,226) -14% Products 26,444 25,678 766 3% Open Category Total Revenue (Sales) 46,895 49,355 (2,460) -5% Cost of Sales & Delivery Sales Commissions 4,298 4,067 (231) -6% Delivery Costs 16,567 17,888 1,321 7% Open Category Total Cost of Sales & Delivery 20,865 21,955 1,090 5% Gross Profit 26,030 27,400 (1,370) -5% Fixed Expenses Payroll 5,104 4,864 (240) -5% Outside services 6,532 7,335 803 11% Rent 4,875 4,875 0 0% Supplies 1,155 1,289 134 10% Taxes (real estate, etc.) 1,000 900 (100) -11% Utilities 842 902 60 7% Advertising 288 401 113 28% © 2009 Wright Business Institute, Inc. 21
  22. 22. Paying Yourself Your Sales Commission Acme Company Profit & Loss Statement Cost of Sales & Delivery For Month Ended December 31, 2008 Sales Commissions 4,298 Delivery Costs 16,567 Revenue (Sales) 46,895 Open Category Total Cost of Sales & Delivery 20,865 Cost of Sales & Delivery 20,865 Gross Profit 26,030 Fixed Expenses Fixed Expenses 21,011 Payroll 5,104 Net Profit 5,019 Outside services 6,532 Rent 4,875 Supplies 1,155 Taxes (real estate, etc.) 1,000 Utilities 842 © 2009 Wright Business Institute, Inc. 22
  23. 23. Paying Yourself Your Sales Commission Acme Company Profit & Loss Statement Cost of Sales & Delivery For Month Ended December 31, 2008 Sales Commissions 4,298 Delivery Costs 16,567 Revenue (Sales) 46,895 Open Category Total Cost of Sales & Delivery 20,865 Cost of Sales & Delivery 20,865 Your Pay for Gross Profit 26,030 Delivery Fixed Expenses Fixed Expenses 21,011 Payroll 5,104 Net Profit 5,019 Outside services 6,532 Rent 4,875 Supplies 1,155 Taxes (real estate, etc.) 1,000 Utilities 842 © 2009 Wright Business Institute, Inc. 23
  24. 24. Paying Yourself Your Sales Commission Acme Company Profit & Loss Statement Cost of Sales & Delivery For Month Ended December 31, 2008 Sales Commissions 4,298 Delivery Costs 16,567 Revenue (Sales) 46,895 Open Category Total Cost of Sales & Delivery 20,865 Cost of Sales & Delivery 20,865 Your Pay for Gross Profit 26,030 Delivery Fixed Expenses Fixed Expenses 21,011 Payroll 5,104 Net Profit 5,019 Outside services 6,532 Rent 4,875 Supplies 1,155 Taxes (real estate, etc.) 1,000 Utilities Your 842 Administrative Salary © 2009 Wright Business Institute, Inc. 24
  25. 25. Paying Yourself Your Sales Commission Acme Company Profit & Loss Statement Cost of Sales & Delivery For Month Ended December 31, 2008 Sales Commissions 4,298 Delivery Costs 16,567 Revenue (Sales) 46,895 Open Category Total Cost of Sales & Delivery 20,865 Cost of Sales & Delivery 20,865 Your Pay for Gross Profit 26,030 Delivery Fixed Expenses Fixed Expenses 21,011 Payroll 5,104 Net Profit 5,019 Outside services 6,532 Rent 4,875 Supplies 1,155 Taxes (real estate, etc.) 1,000 Your Profit Utilities Your 842 Administrative Salary © 2009 Wright Business Institute, Inc. 25
  26. 26. The Three Musts in Constructing Your General Ledger 1. Record your sales and pay yourself a commission as a salesperson. © 2009 Wright Business Institute, Inc. 26
  27. 27. The Three Musts in Constructing Your General Ledger 1. Record your sales and pay yourself a commission as a salesperson. 2. Record your personal delivery hours and wages and pay yourself as you would any delivery person. © 2009 Wright Business Institute, Inc. 27
  28. 28. The Three Musts in Constructing Your General Ledger 1. Record your sales and pay yourself a commission as a salesperson. 2. Record your personal delivery hours and wages and pay yourself as you would any delivery person. 3. Pay yourself as an administrator. © 2009 Wright Business Institute, Inc. 28
  29. 29. The Three Musts in Constructing Your General Ledger 1. Record your sales and pay yourself a commission as a salesperson. 2. Record your personal delivery hours and wages and pay yourself as you would any delivery person. 3. Pay yourself as an administrator. ► Identify profit and loss—even if you choose not to pay yourself all you “earned.” © 2009 Wright Business Institute, Inc. 29
  30. 30. The Three Musts in Constructing Your General Ledger 1. Record your sales and pay yourself a commission as a salesperson. 2. Record your personal delivery hours and wages and pay yourself as you would any delivery person. 3. Pay yourself as an administrator. ► Identify profit and loss—even if you choose not to pay yourself all you “earned.” ► Distinguish profit from salary. © 2009 Wright Business Institute, Inc. 30
  31. 31. Reading Your Profit and Loss Statement ► What is the first thing you look at and why? © 2009 Wright Business Institute, Inc. 31
  32. 32. Reading Your Profit and Loss Statement ► What is the first thing you look at and why? ► What is the second thing you look at and why? © 2009 Wright Business Institute, Inc. 32
  33. 33. Reading Your Profit and Loss Statement ► What is the first thing you look at and why? ► What is the second thing you look at and why? ► What are the three most important lines on your P&L? © 2009 Wright Business Institute, Inc. 33
  34. 34. Reading Your Profit and Loss Statement ► What is the first thing you look at and why? ► What is the second thing you look at and why? ► What are the three most important lines on your P&L? ► How do you use your P&L to analyze apparent successes and problems? © 2009 Wright Business Institute, Inc. 34
  35. 35. Reading Your Profit and Loss Statement ► What is the first thing you look at and why? ► What is the second thing you look at and why? ► What are the three most important lines on your P&L? ► How do you use your P&L to analyze apparent successes and problems? ► How do you use your P&L to plan? © 2009 Wright Business Institute, Inc. 35
  36. 36. Reading Your Profit and Loss Statement ► What is the first thing you look at and why? ► What is the second thing you look at and why? ► What are the three most important lines on your P&L? ► How do you use your P&L to analyze apparent successes and problems? ► How do you use your P&L to plan? ► What is the most important line in your P&L to drive your business day-to-day? © 2009 Wright Business Institute, Inc. 36
  37. 37. The Map – Overview and Review Level 1 Initiating Level 2 Establishing Level 3 Emerging Level 4 Differentiating Level 5 Generating Level 6 Self-Developing © 2009 Wright Business Institute, Inc. 37
  38. 38. Initiating – Financial Overview Level 1 Initiating • No P&L • Don’t know how to use it • Think money you get is profit Level 2 Establishing • Irregular pay--generally just write checks as needed Level 3 Emerging • You are the bookkeeper. • Financing with Level 4 Differentiating • SBA loan • Savings Level 5 Generating • Credit card • Family loans Level 6 Self-Developing • Family investments © 2009 Wright Business Institute, Inc. 38
  39. 39. Establishing – Financial Overview Level 1 Initiating • May have P&L • Still don’t know how to use your P&L • Still don’t trust numbers Level 2 Establishing • Just learning to read P&L • Use P&L a little Level 3 Emerging • Still think money you pay yourself is profit Level 4 Differentiating • Cash flow is beginning to be a challenge. Level 5 Generating • Either you are the bookkeeper or you have a part time one Level 6 Self-Developing • Financing with savings and credit cards • You need to guarantee loans, if any, personally. © 2009 Wright Business Institute, Inc. 39
  40. 40. Emerging – Financial Overview Level 1 Initiating • P&L and basic finance in place • Learning to read and use P&L • Cash flow is a challenge for many, Level 2 Establishing especially service businesses. • Banks will now pay attention to you. Level 3 Emerging • You are on a first name basis with your banker. Level 4 Differentiating • Using line of credit to finance. • You are moving toward a full time Level 5 Generating bookkeeper. • You still need to guarantee loans Level 6 Self-Developing personally. © 2009 Wright Business Institute, Inc. 40
  41. 41. Differentiating – Financial Overview Level 1 Initiating • Your bookkeeping is useful in analyzing your business. • If you haven’t begun budgeting yet, you Level 2 Establishing find the need to project and allocate because you have too many variables Level 3 Emerging going to just deal with things as needed. • You are now more attractive to all kinds Level 4 Differentiating of investors. • You are developing your financial Level 5 Generating systems for scalability • You likely have a full time bookkeeper. Level 6 Self-Developing • You probably still guarantee loans personally. © 2009 Wright Business Institute, Inc. 41
  42. 42. Generating – Financial Overview Level 1 Initiating This • You have an accounting staff. Level 2 Establishing • You may finance major moves rather than using your own capital. Level 3 Emerging • You no longer need to guarantee loans yourself. • Your compensation systems are Level 4 Differentiating beginning to be very focused. • You may be considering going public, if Level 5 Generating you are not committed to staying private. Level 6 Self-Developing © 2009 Wright Business Institute, Inc. 42
  43. 43. Generating – Financial Overview Level 1 Initiating This Level 2 Establishing Level 3 Emerging Level 4 Differentiating • You use the full range of financing. • You have systems of accountability that Level 5 Generating support the company mission • Your systems of reward maximize Level 6 Self- performance Developing • You consider going public (IPO). © 2009 Wright Business Institute, Inc. 43
  44. 44. Small Business Financing ► Microloans ► SBA loans ► Franchise financing ► Developmental financing with SBA 504 loans ► Import/export loans ► Bank financing © 2009 Wright Business Institute, Inc. 44
  45. 45. Other Financing ► Angel Investors ► Venture Capital ► Investment Bankers ► Leasing ► Sell Stock (IPO) ► Merge © 2009 Wright Business Institute, Inc. 45

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