Author: Dale Kubiesa The Top 5 Biggest Mistakes
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1. ACTING ON INACCURATE OR UNTIMELY INFORMATION.
2. FAILING TO USE MORE THAN ONE SET OF BOOKS
3. FAILING TO MONITOR YOUR BUSINESS PERFORMANCE ON A TIMELY BASIS
4. NOT UNDERSTANDING WHY YOUR PROFITS OR SALES ARE NOT GROWING
5. LETTING OVERHEAD GET OUT OF CONTROL
1. ACTING ON INACCURATE OR UNTIMELY INFORMATION.
It seems that many business owners believe that accounting is something that your accountant does at the end of the quarter or the end of the year in order to comply with the tax laws.
Nothing could be further from the truth.
You simply cannot wait till the end of the year, when it's tax time for your accountant to finally look at your numbers and figure out how you did. In some industries, let's say for example masonry contracting in Chicago, you really need to be looking at your numbers every single day to determine whether your costs are in line with your estimates and to manage your profitability at the job level.
Your accounting system and processes should be the foundation of your financial house. For some businesses it starts pretty simply, but it should be something upon which you are continually building and expanding in capabilities over time.
2. FAILING TO USE MORE THAN ONE SET OF BOOKS
Now let me set the record straight, I'm not advocating any type of Chicago Mob style or illegal activity! What I mean by keeping more than one set of books is completely legal and makes a lot of sense. Let me explain.
In running your business it will be necessary for you to report, display and use the financial data pertaining to your business for a variety of different reasons. For example, when speaking to your banker or your accountant you want to have your financial records prepared in a standard GAAP (Generally Accepted Accounting Principles) format. GAAP reports are great for your banker but do very little to help you run your business.
So for you as the business owner you need a second set of "books" or reports to provide you the visibility into your business that you will need to determine profitability and costs, and really manage your business. I call this a managerial format. A managerial format displays the data of your business by segments and profit centers such as the products and services you sell, the geographical areas you serve, even by crew or service team. For example, let's say that you run a landscaping business. You really should be able at a glance to determine which segments of your business are running profitably and which ones are not. Perhaps your tree trimming segment is losing money while your lawn spraying segment is doing well and your installation and design segment is the most profitable in terms of gross margin percentage but contributes the least to your overall cash flow.
A correctly formatted managerial report will highlight all of that information and more allowing you to make intelligent and informed decisions about your business operation. In the aforementioned landscaping example, tree trimming has a much higher workers' compensation insurance premium than the lawn spraying segment. So if you charge the same hourly rate for both of these services the tree trimming segment will naturally be less profitable but this will go unrecognized if you simply look at a GAAP set of books.
A third set of books that may be advantageous for you to keep is a set of books that is structured around tax compliance. Tax compliance is a very complicated and specialized area of accounting and by keeping a set of books that provides the information that is important for tax preparation by your accountant you can save yourself and your accountant a lot of time and energy, which of course saves you money.
3. FAILING TO MONITOR YOUR BUSINESS PERFORMANCE ON A TIMELY BASIS
As touched on previously, depending upon your business you will need to monitor results on a monthly, weekly or even daily basis. Waiting for your accountant to review reports on a quarterly basis is not enough.
Let's revisit the Chicago based masonry contractor example. If he has bid on a $100,000 fixed-price contract he will earn $100,000 in revenue whether it takes him one week, one month or one year to complete. However, the amount of profits he earns is directly proportional to the amount of time and the amount of materials he consumes in completing the job.
Therefore, it is very important for him to understand at the end of every day exactly how many hours were applied to the job, exactly how much material was consumed, as well as the percent completion of the job. Without daily feedback it is impossible for him to manage the job correctly and therefore whether or not he turns a profit becomes a game of chance. Make sense?
So what I recommend to my clients here in Chicago is that they develop a daily feedback mechanism that is simple to complete and use, yet provides all of the necessary information required to manage their business professionally and profitably.
4. NOT UNDERSTANDING WHY YOUR PROFITS OR SALES ARE NOT GROWING
Again, timeliness of information is critical here. You simply cannot wait till the end of the year or even the end of the quarter for your accountant to analyze your sales versus projections and hope to be able to take corrective actions that can get you back on track before it is too late. So in my role as an Accounting-CFO I help my clients expand their view beyond their own company here in Chicago and into the wider marketplace. We want to know how they stack up against the competition in terms of pricing, product quality, and customer service.
By combining this external view with a detailed managerial view of your own operation (complete with your own internal costing data) you can determine where you are falling short (or excelling) and make the necessary changes to get back on track sooner rather than later.
5. LETTING OVERHEAD GET OUT OF CONTROL
Overhead is never a problem when things are going well and your business is growing. It's when things slow down or there are changing conditions in your marketplace that changes to overhead may be required. I recall walking into a client's downtown Chicago office years ago and there was a sign on the wall that said "overhead kills" and that message has stuck with me ever since.
Your overhead has to be paced to the business you currently have as well as the business you are going to have and this can be a delicate balancing act. Should you add a fixed cost? Should you add a variable cost? In my role as a Chicago accountant I help clients understand when and how to add overhead for their maximum benefit. In general though, you want to keep your fixed costs as low as possible and have the remaining costs be variable so that they track with your business volume and revenue even if it means a slightly lower profitability on a percentage basis.
Article Source: http://www.articlesbase.com/accounting-articles/chicago-accountant-reveals-top-5-financial-mistakes-business-owners-make-and-how-to-avoid-them-1935346.html
About the Author Dale Kubiesa, your Accounting-CFO, has over 30 years of experience working with companies from start-ups to Fortune 500s. Dale holds a BA in Commerce and an MBA, both from DePaul University. As a Certified Public Accountant (CPA) and CFO for hire, Dale brings the accounting and financial firepower to your organization that you need, no matter how challenging the situation.
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I hope you enjoyed and profited from this article. If you have not already downloaded complete whitepaper and listened to the accompanying podcast I recommend that you do so, as there are far more details and examples given within that audio program.
When you are ready to upgrade your financial and accounting team please pick up the phone and call me, Dale Kubiesa, the Accounting-CFO to discuss your particular situation. At the end of that discussion, we will decide together whether or not I can be of assistance. And if we decide that my services are not in your best interest we will part as friends. Sound Fair?
Call me at the number below.
Dale Kubiesa, MBA, CPA, CFO
The Accounting-CFO
Brutally Honest, Trusted Advisor
847.458.8477