We help business owners improve CASH MANAGEMENT, control TAXES, and increase the VALUE of their business.  

 

IMPROVE CASH MANAGEMENT

 

GOOD CASH MANAGEMENT IS NOT:

1. Paying the lowest price for what you purchase.

2. Getting the highest profit for what you sell.

3. Borrowing money to keep your business going.

 

GOOD CASH MANAGEMENT IS:

1. Being FAITHFUL WITH WHAT YOU HAVE right where you are.

2. Being PREPARED FOR THE FUTURE, whatever happens. BOTH when you will have a surplus or a shortage of cash.

3. PERSEVERING with wisdom whatever happens.

The GREATEST MISTAKES business owners make often take place when there is either a “feast” or a “famine”. A “feast” is a time when there is a significant surplus of cash available. A “famine” is a time when there is a significant shortage of cash available. The problem is that in both of these situations (feast or famine) foolish decisions are often made. In a feast, there is a tendency to squander money. In a famine, there is a tendency to cut expenses that are essential for the preservation of the business.

The way to prevent mistakes in a feast or a famine is to calmly think through what you should do in either of these cases – ahead of time when you are not intoxicated with the increase in funds or in a state of panic by the decrease in funds.

We have developed a report and counsel that helps business owners examine how healthy their cash management now, see the best place to invest their cash in a feast, and understand where they should and should not cut when they are in in a famine. Doing this helps business owners make wise decisions in both a feast or a famine and, more important, it helps them avoid the mistakes the often take place during these times. Please contact us if you would like to see how this works.

 

 

CONTROL TAXES

 

There are many ways a business owner can control the amount and timing of taxes owed and the grief involved in dealing with taxes.

THREE THINGS ARE NEEDED TO DO THIS:

  1.  Develop a RECORD SYSTEM that exceeds the expectations of the tax collectors. The traditional accounting records and reports provided by many accountants and computer software packages lack the flexibility needed to provide records that will embrace an audit by the tax collectors.
  2.  ENGINEER your income and expenses so that they minimize your taxes without wasting your money for things won’t really benefit your business. This involves examining options, timing, and allocation of income and expenses. It also involves proper selection of business structure, method of accounting, treatment of inventory, and payroll structure.
  3. INVEST your profits in places that are protected from the tax collectors. If you are a business owner, there are much better places to invest your profits than in an IRA, KEOGH, SEP, 401(k), 403(b) or other government controlled “retirement” plan.

One thing you can count on, taxes are going to change: the tax laws are going to change; the tax rates are going to change; and the way the tax collectors enforce the laws are all going to continue to change. Part of the reason for the complexity and continuous changes is that the changes keep millions of accountants, lawyers, and government bureaucrats in business. The changes are also a result of the fact that the government uses the tax system to motivate (manipulate?) the taxpayers activity. It is important to adjust to the changes as they happen instead of being caught short by having to react after the changes happen. Please contact us if you would like to know more about how you can control your taxes.

 

INCREASE THE VALUE OF YOUR BUSINESS

 

WHAT IS THE VALUE OF YOUR BUSINESS?

If someone offered to buy your business, what would you take for it?

THE BEST WAY TO DETERMINE THE TRUE VALUE OF YOUR BUSINESS IS to determine it’s tangible economic value AND to identify and add (or subtract) the intangible personal value of your business.

The TANGIBLE ECONOMIC VALUE is the total income value of cash, benefits, and equity increase (or decrease) to you plus the value of assets (equipment, inventory, etc.) minus the economic value of liabilities and your time. The economic value of your business should be determined both as it is to you now and what it could be in the future.

THE INTANGIBLE PERSONAL VALUE can be either positive or negative, constructive or destructive. It includes such things as: the value of being able to choose your customers (or the grief of not being able to choose them); the value of providing employment for faithful workers (or the anguish of paying and training those who are unfaithful) the value of being able to determine your own schedule (or the drain of being controlled by the schedule of others). There are seven basic intangibles to evaluate and once they are understood, they are often more important than the tangible economic value of your business.

IT ALL BOILS DOWN TO THIS: A business has economic value AND a business has value in terms of the significance, satisfaction, security, opportunity, independence, and other intangibles that it provides for it’s owner.

If you are able to examine, evaluate, and understand these values on a regular basis, it gives you a tremendous motivational advantage. Not only that, you will know when and why it is worth it to persist in building your business; you will know if and when and how you should make changes; and you will know if, when, and for how much you should sell your business. In other words, your financial reports should do more than help the government or the money-lenders, they should help you understand the true value of your business and they should help you make decisions.

Please contact us if you would like to know and increase the true value of your business.