One of the most important parts of managing a business is making sure there is enough cash to keep the business going. As a business owner, you probably have a very good idea how much cash you have in the bank at any time. The smaller your business is, the more likely you are to keep a close eye on cash.
Checking your cash balance is a daily function that you should be on top of. There is another often-overlooked responsibility that many business owners don’t spend enough time on, and that is managing your future cash, especially in light of unplanned situations. Looking ahead helps reduce your business risk and allows you more time to correct any upcoming dip in your cash balance.
Having enough cash is akin to having a safety net for your business. It can sometimes even mean the difference between staying in business and going out of business. To plan how much you might need for your safety net, you can use a few different methodologies.
One way to plan your safety net is to prepare for the worst-case scenario. What is your burn rate? How long would your cash hold out if no revenue were to come in but all expenses kept going out? Some questions you might ask:
- At what point will your cash run out? How many weeks or months of cash do you have?
- Do you have a line of credit you can tap at a bank?
- Do you have other loans or sources of cash that you can tap quickly in case of emergency?
- What expenses could you shut down without hurting your business if you had to?
Another way to plan your safety net is to do what the average business does: acquire the amount of cash you need for two to three months’ worth of operations and keep it on hand. Alternately, you can make a plan to liquidate that much cash on a very fast basis and only put your plan in place if it’s needed.
An easy way to get these numbers is to look at your bank statements in conjunction with your average accounts receivable and accounts payable balances. If that’s all Greek to you, no worries. Feel free to contact us and we can help you figure out a safety net number that you’ll feel comfortable with and that will keep your business risk low.
Once you have a safety net in place, you’ll gain peace of mind for your business. It’s one step in an overall disaster preparedness plan that you can make for your business.
Why Rhonda Rosand, CPA of New Business Directions LLC started to vlog and why she thinks it’s important to strive for excellence…not perfection!
As an entrepreneur, you likely place a high value on freedom. When the word “budget” is mentioned, you might cringe and feel like it hampers your freedom. But it’s really the opposite. Here’s why.
According to a 2019 article in Small Business Trends, “Startup Statistics – The Numbers You Need to Know,” 82 percent of businesses that fail do so because of cash flow problems. Even if your business is no longer a startup, the failure rates for businesses started in 2014 were as follows:
- 20 percent failed to make it to their second year,
- 30 percent failed to make it to their third year,
- 38 percent failed to make it to their fourth year, and
- 44 percent failed to make it to their fifth year.
Many of the reasons for business failure can be prevented with good budgeting and planning. Here are some benefits of making a budget and managing it.
- A budget helps to control spending by seeing what’s available beyond your cash balance at the time.
- Impulse spending can be curbed by avoiding spending on anything that is not budgeted for.
- If a loan is needed to finance the business, you have a better idea of how much you need and how to best schedule the loan payments.
- Your chances of business success increase with a budget.
- You can see future revenue shortfalls so that you can take proactive steps to boost sales.
- You can better manage growth.
- You have a better idea of your profit level so you can make pricing changes, tax predictions, appropriate compensation, and other strategic changes.
- You can plan for large expenditures such as asset purchases and time them better for cash flow, loan acquisition, and other considerations.
Getting started with a budget is easy. If you’ve been in business for more than one year, you can start with last year’s actual figures and then adjust for the growth and changes you want. The numbers can be input into your accounting system so that you can get reports that measure actual progress versus the budget numbers. You can then make good business decisions based on your variances.
When you take a little bit of time to create a plan, you really can enjoy the freedom of knowing you’re on track to make your numbers. If we’re not already working with you on your budget, feel free to reach out to find out more.
If you want to create more revenues in your business, you need to create more transactions. Run these figures with your business to see how you can generate more revenue. Learn How Revenues Are Transactional with Rhonda Rosand, CPA, and Advanced Certified QuickBooks® Pro Advisor of New Business Directions, LLC.
The account on your income statement called Cost of Goods Sold can be confusing to non-accountants. In this article, we’ll attempt to de-mystify it and explain how it works.
Cost of Goods Sold is an account in your Chart of Accounts that is a very special type of expense. It is the amount of direct costs of items that were sold by the company. It is related to inventory, and it helps to see the flow of transactions to understand the big picture.
When you purchase an inventory item for sale, it’s considered an asset (not an expense yet) in your company. When you sell an inventory item, the asset is reduced and the Cost of Goods Sold account is increased, moving the item from an asset to an expense. It’s no longer an asset once it’s sold, and the cost of the item sold reduces your profit and is expensed into the Cost of Goods Sold account.
Some accountants will abbreviate the Cost of Goods Sold account to COGS, and you might hear them call it that.
In the case of wholesale and retail businesses, the cost of goods sold is the amount that was paid for the inventory items to be sold. In the case of a manufacturer, the costs can include the cost of raw materials, labor to produce the item, and sometimes additional allocations of other related costs. Construction businesses may have a Cost of Construction account or Contract Costs instead of COGS. Service businesses will typically not have a balance in the Cost of Goods Sold account. If they do have direct costs, the costs are often coded to a Supplies account under expenses or they have direct labor costs.
At any point in time, the cost of items you purchase are in two different accounts:
- The unsold items are reflected in the asset account, Inventory, on your Balance Sheet report.
- The sold items are reflected in the Cost of Goods Sold account, on your Income Statement report.
It’s important that the Cost of Goods Sold balance is accurate, because there are many good things you can learn from it when you compare it with inventory. You can learn how fast your inventory is selling, and you can determine your gross profit margin.
If your inventory purchases have been coded correctly, you can take inventory and arrive at the correct cost of unsold items. If your physical inventory does not match your books, we can help you find out why and can make a correcting entry between Cost of Goods Sold and the Inventory account so that both of them are accurate.
If you have further questions about the Cost of Goods Sold account, feel free to reach out any time.