1-866-743-1433

Author Archive

According to the National Federation of Independent Business, small business confidence plunged in August.

What I found interesting in this report, were the reasons why:

1. “Owners appear to have lost confidence in the economy and the government’s ability to assist [in] the recover.” Why on earth would any business owner expect any help from the government at this point, and therefore why pin any hopes or economic confidence on the abilities of the government?  That’s like suggesting a person living on welfare should expect the government to help them find a job so they can pay their bills! Since when did we become so reliant on the government to get our family or our business out of a jamb? Could Washington help with better fiscal policy, of course, but waiting for that to happen is nonsense. Innovation is the only way out of a sluggish business.
2. “Over the next three months, 11% plan to increase employment, 12% plan to reduce their workforce…. 15% reported unfilled job openings”. According to the NFIB, this equates to a seasonally adjusted increase of 5% of business owners creating jobs, not to mention the unfilled job openings. My fear is that the extended unemployment policy is making our workforce more and more complacent because of the temptation of free pay for no work. I’ve personally spoken to 4 small business owners this past week who can’t find qualified help. By qualified they mean, able and willing to work, with the appropriate skill set. Sadly, the willingness part appears to be the most lacking.
3. “…owners expecting better business conditions in six months…. is 36 percentage points lower than it was in January.” I’ve been blessed to be working with many business owners that have finally come to realize that they need to create the conditions that will allow them to succeed. 4-5 years ago we saw too many business owners closing down, mostly because of excessive debt coinciding with a drop in sales revenue. I thought we were past this “cleansing “ period, but the results of this report make me wonder. It’s been my impression that the successful business owners I work with all have at least three things in common:
   1. They have innovated their way to increased sales
   2. We have cut overhead costs dramatically
   3. We are all working longer and harder. There is a hustle in our collective step.

In no way, shape or form are we relying on the government to lend a hand in the day to day business planning. It doesn’t even come up for consideration. Our country was founded on self-reliance and faith in God and we need to get back to those principles soon. If not, we may forever loose the gift of capitalism.

Am I the only one noticing this slippery slope? Let me know your thoughts in the comments section.

QuickBooks 2012 is scheduled to release in late September and should be available on store shelves by early October. Here is a quick list of changes you can expect with this new version:

1. Inventory Center – Although not available in QuickBooks Pro, this new feature helps collect inventory related features that have been scattered throughout the program.
2. Document Center – Now you can “paper clip” and drag and drop documents for FREE, as long as they remain located on your machine.
3. Lead Center – As QuickBooks continues to inch closer towards the world of CRM, you can manage leads within this center and convert them to a customer.
4. Calendar – Your to-do’s, invoices, bills coming due, etc. are arranged visually… very cool.
5. Create Credit Memo from an Invoice – you can already receive a payment from an invoice. Now you’ll be able to create a credit memo as well, saving time in the process.
6. Batch Timesheets – you can process multiple employee or vendor timesheets in a batch.

There are also several updated or improved features within QuickBooks 2012. They include improved help and search boxes, improved Excel integration, and express start for new company file setups, and a new way to clean up company files, called Condense Data.

The question I’m often asked is whether or not to upgrade. If you’re not using 2010, then yes, without hesitation. If you’re currently using QuickBooks Pro or Premier 2010, or 2011, I’d wait a few months until the initial bugs have been worked out. Usually just prior to the New Year is best.

If you own a retail business, there are a few financial measurements you need to keep a close eye on. They are the average basket, frequency of customer visits, and gross margin. Ok, granted there are actually several other accounting measures you should also watch, but these are the important ones because it translates into a quantifiable value of your customers. This value can then be established as a benchmark to be improved upon.

When I consult with retail clients about cash flow issues, I like to use a simple but powerful analysis tool to help illustrate how improving one or all of these three measures in varying degrees, will have a profound impact on gross profit.

For instance, a business with $500,000 in sales that improves the average basket price by $2.50, can add $8,333 to gross profit, based on a few other assumptions. Likewise, increasing the average customer visits by 1.5 visits could improve gross margin by $43,000, again based on a few other assumptions.

Making appropriate changes to a retail operation, whether it’s a newly started business or an established one, to improve gross profit, should be a focused effort. This is not a measure easily found or created within QuickBooks, Peachtree, or any other accounting system. If you’d like me to email a copy of the spreadsheet for FREE, please send me your contact information on the right side of our home page.

Although this blog post has little to do with accounting, QuickBooks, Peachtree, or financial diagnosis, it has a lot to do with how to run an abundant business; this based on a couple decades of informal (and formal) observing of how entrepreneurs start and run their business.

It struck me a few weeks ago that a business will be managed as either an extension of some desired lifestyle, or as a means to an end. Let me explain the difference with a brief example.

I once knew a very talented (and rich) carpenter. He’s dead now, but how he ran his business continues to inspire me. He would work at least six days a week, he drove around in a rusty, late model station wagon, and had equally tattered clothes. His mantra was to “build it so it’ll last 100 years”. Being thorough at what he did doesn’t seem to describe him well enough. He was never in a hurry about anything, and always made certain his customers were happy. Often he’d engage them in long conversation at the end of a work day, lasting well into the evening. In his 50 years of carpentry he only missed one day of work, and that was because he cut off his finger tip the day before and had to deal with some blood poisoning.

Now contrast this old timer with another contractor I know. He used to install garage doors and openers. When he started his business, he spent more time thinking up a clever business name than he did working out a good business model. He started each day with a “high cholesterol feed” at his favorite diner. When he finally makes it out to the job site, it was often past 9am. He didn’t start any work until his travel mug was filled with coffee and he had put on his expensive work gloves. No point in building up calluses. He used to drive around in a new pickup truck with a fancy ladder rack and beautiful chrome rims. I always found him to be somewhat condescending to his customers, and as you can imagine, he eventually lost his business, blaming it on the recent economic downturn.

Although my example was about contractors, I’ve witnessed the same pattern with jewelry store owners, dentists, chiropractors, and auto mechanics. Most clients I work with happen to fall somewhere in between these two examples. How about you and your business?

My point is that when you start a business, you have a choice to run it as if you’re creating some sort of idealized lifestyle, or you can run it as an operation whose chief purpose is to make you money, thereby giving you the life and freedom you desire. Now I’m not suggesting that you live in poverty for the sake of being self employed. I am suggesting that you consider living well below your means with your business, and then have a goal (read: time and patience) of creating an abundant life for yourself. There is a subtle difference here.

I’ve witnessed too many entrepreneurs start a business and use that as an excuse to “live it up”, all the while getting deeper in debt. Their justification is that they need to dress for success, which extends to office furniture, a nice car and other trappings. Because they didn’t spend enough time developing a decent business model, they really don’t know when they’ll have sufficient business volume to repay all the accumulated debt.

Challenge yourself to run a humble yet remarkable business for 12 months, and let me know how you made out. I’ll be betting that you’re going to be less stressed and more abundant. For those of you already operating with frugality, please comment below about what it’s like.

These are the five most common QuickBooks mistakes I find, when review a new client’s accounting records. Although they’re in no particular order, they are all important because each mistake can mislead the business owner in terms of profitability, debt levels or operational decision making.

1.       Instead of posting business credit card transactions in a credit card type account, the monthly charges, as taken from the credit card statement, are summarized by expense type (e.g. meals, gas, office supplies), and then entered as either a vendor bill or bank check. This makes it hard to audit for mistakes and hard to manage credit card due dates.

2.       True costs associated with performing a service or selling a product are listed as an (overhead) expense rather than as cost of goods sold (COGS). Although fixing this will not change the net profit, it will make the income tax return more accurate, and help diagnose operational issues such as breakeven point.

3.       Customer down payments are received as a temporary overpayment. This causes accounts receivable to become negative, which should never be. The remedy is to create a Customer Downpayment liability account, and post the payment there. When the actual invoice is created, this down payment is removed and posted against the invoice.

4.       Too many expense or income accounts. Technically this won’t lead to an inaccurate financial statement, but it will make it very hard to understand how well or poorly the business is doing. QuickBooks has excellent reporting capabilities, so simplify and condense your chart of accounts.

5.       Fixed assets and depreciation aren’t up to date or accurate. Every time you purchase an asset worth more than $500, or dispose of an asset, you should update the appropriate fixed asset account. If you just started a business, any equipment or furnishings you brought into the business should be listed as a fixed asset. Likewise, every year the depreciation listed on the business tax return should also be posted in QuickBooks. This will reduce the book value of the assets, keeping the balance sheet more honest.

Although these are five common accounting mistakes, there are many other little (and major) mistakes I find when examining a set of accounting records. I can’t stress enough how important it is to seek regular professional advice from a CPA or accountant, to make sure you’re on the right track. You work too hard in your business, not to have accurate financial feedback.

5 QuickBooks mistakes

1. Don’t quit your day job. Wait until you’ve built enough business to support you full time, with full pay. This can easily take up to a year. Most new business owners are overly optimistic about how quickly business will grow.

   2.       Start with your passion. That should far and away be your greatest motivation. If you’re getting into a line of work because of the tremendous opportunity (e.g. my buddy is making a killing at this), you’re doing it for the wrong reason.

   3.       Don’t take on debt, become self-supporting. This is quite debatable, but too often I see a mind-set that assumes or expects the new business will be financed on credit cards, perhaps because they read about a successful entrepreneur that built her business that way. This is playing with fire, so learn to live frugally.

   4.       Expect long hours and lots of hard work. You’ve heard this before, but let me give a few example of how this really manifests itself:

   a.       New to the marketplace, you will need spend 3-4 times more time getting a new customer than if you were established, simply because you have no reputation.

   b.      Because you have no reputation, everyone will be testing you. Vendors may not expect you to be demanding, customers may not believe you’re as skilled as you say you are. You will need to be extremely detailed about every bit of your work (return calls immediately, confirm appointments, etc).

   c.       If you own a retail store, you will need to be the cleaning lady since you probably can’t afford one – extra hours. If you own a professional business, you’re the one that needs to return calls over your lunch break since you can’t afford a secretary… get the idea?

   5.       Learn to live in the present. You’re going to make mistakes or miss opportunities; get over it and don’t dwell in the past. You also need to concentrate on what’s in front of you right now, rather than thinking about how you’re going to open new markets and hire new employees. Do what your need to do today, perfectly.

   6.       Pay yourself as soon as you get sales. Too many new business owners will only pull money from the business when the cash flow can support it. This is both admirable and misguided at the same time. You need to reward yourself through a steady paycheck for two basic reasons. First, the business operation needs to accommodate for your payroll. Pulling money infrequently will make it difficult to predict cash flow. Secondly, you will have a bad day sooner or later. When the chips are down, you can at least console yourself in the fact that you got a paycheck. This doesn’t have to be a huge or even modest salary, just make it consistent and affordable.

If upon opening your QuickBooks 2011 program you’ve been notified that Release 8 is available and ready to download, DON’T. Among other fixes, Release 8 was supposed to repair some deficiencies in Release 7. This newest release will cause problems such as:

• Error 1603, forcing you to reinstall QuickBooks
• QuickBooks won’t open or stops working
• Rebuild function doesn’t work correctly
• Incorrect quantities of inventory items when using Quick Reports

Wait until Release 9 comes out. Call me if you’re suspicious that something isn’t right with your QuickBooks software. I have a few simple tests or fixes that will determine and resolve this.

Too many small businesses have used Groupon like a drug, hoping that an injection of discounted sales will provide needed cash flow today; worrying about the ramifications of discounted sales later. All this of course is under the guise that exposing your business to hundreds of new customers will benefit the business in the long term, or that these Groupon users will decide to purchase more than what’s being discounted, thus raising your average purchase price. There are generally two kinds of business, and Groupon will only work for one of them.

The first business is one with high variable costs. These are expenses that are inextricably linked to making a sale; things like labor and inventory or product cost. In other words, to make a sale you must be either selling some product or performing a service with labor cost tied to that service. Examples would be a retail store, a massage therapist, a computer repair person. Open your accounting program and check your income statement. If you have considerably high Cost of Goods, or if your labor costs are a disproportionally large percentage of your sales, you fall into this group. For these kinds of businesses, Groupon is a bad idea. Your sales are so horribly discounted that you will never recover enough money to cover both the cost of the sale and your overhead expenses. Taking this one step further, don’t assume that these new customers will return, and that over time you’ll recover the cost of the discount. More often than not, a customer that uses Groupon or other coupons will only shop when there is a sale.

The second kind of business is one with very low variable costs, or no cost of goods; a bowling alley for example. Whether they have one or twenty customers, the doors will remain open and the lights will stay on. Adding more bowlers in this example simply helps cover the cost of fixed overhead. There is a point however where it will become a determent, and that’s when the business needs to add more staff, or the new (discounted) customers begin to displace full price, regular loyal customers. An example of this is when a golf course fills all available Saturday slots with Groupon customers, rather than the regular full-paying golfers.

My fear is that too many businesses are agreeing to use Groupon, or any other discounting marketing strategy, without working through the accounting first to determine the real cost/benefit. Rather than doing the hard work to build a truly loyal customer, they are using this as a crutch to help their business survive another month.

I’m often surprised at how often mistakes are made on checkbook and credit card statements. Interestingly enough, even the most careful business owners will miss these hidden errors, costing them a lot of money every year.

It seems that the mistakes boil down to a few common themes:

1. Fraud – The waitress received a tip of $4.00 but changed it to $8.00
2. Double swiping – credit or debit card didn’t seem to go through the first time so the cashier swiped the card again, effectively doubling the charge
3. Bank (or credit card company) error – overcharging bank fees, depositing money into the wrong account, etc.

Recently I complained to Bank of America because my checking account was assessed a $25 monthly fee. I was told that it was a “known issue”, and was refunded six months of bank charges. Shame on me for not catching it sooner, shame on them for not telling me (or the thousands of other customers affected).

Get into the habit of entering credit and debit card transactions into QuickBooks, directly from the receipt. When your monthly statement comes, the reconciliation process will clear up any mistakes. This sounds awfully basic, but again, you’d be surprised how often I find mistakes on statements coming from institutions you’d otherwise trust.

Sometimes business owners are guilty of over examining accounting records, looking for the answer. Developing a list of key performance indicators (KPI’s) is better, but can still be overdone. Usually five is enough. The importance of measuring to improve gets confusing when you don’t know what you should be measuring.

Instead of trying to answer every possible question or problem in your organization, try breaking this down into a few straightforward questions, with straightforward answers. This evening I went to a Mexican restaurant. Facing me as I entered the building was a whiteboard listing the specials tonight.

At first it didn’t strike me as that interesting. After all, what Mexican restaurant doesn’t have a list of specials? What I did find interesting however was this booklet that was used by the waiters to track how many of each special that was sold. A simple problem (which specials sells the best on Wednesday night), answered with a simple tracking system (spiral bound notebook).

Once I worked with a child care center that had a problem with teachers showing up for their shift 5-15 minutes late. It was a big problem because the state mandated a specific child to teacher ratio. If kids showed up early, or even on time and the teachers were late, fines were imposed. I recommended tracking teacher tardiness on a simple spreadsheet and then posting the weekly results above the time clock for everyone to see. Within two weeks everyone was showing up on time. Nobody wanted to be the offender.

Don’t get too bogged down with esoteric measurement systems. Consider some easily solvable problems and conquer those first.