Covid-19 has changed the business environment more in the past week than anything in the past decade. I am looking at not only budgets, plans, and strategies, but at my business model as well. Everything from the customers to products, logistics, employees, and processes that connect all of them.
Step back, breathe, and think logically. Put numbers to thoughts. Don’t worry, we are in this together. Some are scared, and with good reason. Put aside the fear and get excited to be thinking differently. Challenge the assumptions you once knew as fact. You can do this, AND make your business better than ever.
Stay apart and stay
As we approach the end of the year, it is a perfect time to think about strategic planning session to develop meaningful metrics and monitoring systems. We offer a free year end strategy session, you can find out the details at https://successscorecard.com/financial/.
During a financial review, we dig into the numbers behind
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detailed to answer specific questions. We use our experience to help you
develop the business processes and metrics to ensure your success.
I know first-hand the importance of developing key
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I went back to high school this morning. Not to make up those missing detentions, but for mock interviews for seniors. It was a fun and interesting way of giving back to my community. I met some talented young people and had some interesting discussions.
One of those discussion was is multitasking a strength or a weakness. I had told the counselor who set up the interviews that one of the people I interviewed talked about her ability to multitask as a strength. I told the student to be careful about saying multitasking is a strength, because to me, the ability to focus on one thing at a time, despite interruptions, is a much more valuable tool. In my world, I want someone who has the ability to block out distractions and completely focus on solving one problem at a time. I want it done one time- quickly, efficiently, and correctly.
We live in a culture that constantly bombards us with attention grabbing stimuli. Just from our phones we have hundreds of options. One sound means a Facebook post got liked. Twitter has a bing. Dong, there goes Pintrest. A text. An instant message. Snapchat. All have different songs for us to instantly categorize and pigeon hole without even looking. Different ringtones for different people. Customers walk through the door, phone rings, strange noises from the plant that should be investigated.
Is it multitasking? Or distracting? Pay attention to your productivity and ability to get done what is most important before bragging that you can multitask.
Budgeting is the one thing that most owners hate. Many owners hate it so much, they never do it. “I’ll wait till my taxes are done to see how much money I made.” “Sales are going up, must be doing something right.” “Money in the bank, it’s all good.”
If things are going along well, why bother? Why bother going through the mental gymnastics of planning your finances with a budget? For me, that’s the perfect time to plan your finances. Because we have all been in the position of working harder and longer and questioning is it worth it. And often we forget that dollars in the bank is not the only measure of success.
Building a solid budget allows us anticipate issues before they happen and think about ways to avoid them. It helps us answer the question “Is it worth it?”. A budget is a tool to help you focus on your priorities and avoid distraction. It provides a focus for your business.
One of the reasons managers don’t create a budget is because it is hard to look into the future, let alone pull all of the numbers together. Here is a thought process to help you develop a strong budget.
Start with your historical profit and loss statements, hopefully at least 3 years. Break your cost down to a cost per unit value. For a detailed post on how to calculate your per unit cost of production, click here: https://successscorecard.com/2018/02/28/managing-by-the-numbers-per-unit-cost-of-production/. Average the cost per unit for the time period you have and look at the trends per year and what your plans for the next year on before deciding on a good value to use.
The next step is to break the accounts into fixed and variable costs and recreate a yearly budget based upon how much you think you can sell the next year, multiplying the variable costs per unit by your projections and keeping the fixed costs level. With a bit of Excel magic, you can tie all of the variable costs back to one cell that you can change and quickly see what happens to your bottom line when you change your sales projections. I always like to do a good, bad, and ugly scenario because as optimistic humans, we tend to think sales will always go up, a bad assumption all too often.
This process is particularly useful when your business is changing. It gives us a projection tool that helps us answer the question “Is it worth it?” as you take on more responsibilities and work. Take your time, run the numbers and make a good decision based upon numbers.
Sales growth is wonderful, and what most of us like to see happening. But the real indicator to keep your eye on is profit. During growth periods, there are people coming and going on your payroll, new product lines, tools and computers bought, bigger offices, more phone lines, the list goes on and on. But the question remains – are you better off with or without the sales growth?
You don’t need to wait for your taxes to get done to answer this questions. By merging sales data with your profit and loss, you can look at income and expenses on a standardized per unit basis, allowing you to compare how things were to how things are. QuickBooks has a nifty export to Excel feature that make life much easier to make the calculations.
Need help with the process? That’s what we are here for. In person or by Skype, we give you the numbers to make better decisions.
We need to do more with less! I can think of no better way to demoralize a team than by saying this to employees. It is a mentality that is pervasive in today’s business world, from finance to manufacturing. When I hear this phrase, it means we are going to squeeze our employees and vendors for every last drop of blood. It means we have become so lean that opportunities are lost because we can’t take time to investigate them, let alone take advantage of them. It means that something important gets dropped and lost forever. It means high turnover, lost knowledge, and brutal treatment of people for one more penny.
We focus so much on cutting costs and increasing production that we lose sight of the big picture. We don’t factor in the hidden costs of our actions or the opportunity costs of alternatives. As a manager, it is our job to develop a long term sustainable system that makes money. You can do that for a while by beating up your employees and vendors, but after a while, no one will work with you.
Do I know what the answer is? Not entirely. But I am working on it. I do know that balance and moderation are a big part of the answer. Balancing the human side along with the numbers side of a business takes skill and time, but it makes a big difference.
It pays to take care of your people.
I hear on a weekly basis nobody wants to work anymore. Millennials are lazy. People these days are afraid of work. I hired somebody and they left after a week. The list goes on and on.
Maybe it’s not the workers that’s the problem. Maybe it’s your business model. When Millennials have opportunities to do online work at $50 per hour, your minimum wage job doesn’t sound all that great anymore. Don’t get me wrong, I have seen more than one business pay employees more than the owners trying to be fair to employees. But all that does is make the owners resentful of the employees.
There are also great employees out there that are able to do two, three, or four times the work of a new hire because they are motivated, understand the work processes and think about efficiency all the time. I know of a landscaper that went from a 3 person crew to a motivated 2 person crew and did not see any change in productivity. But do these motivated employees make double? Usually not even close.
In just about any job market, there are highly qualified people looking for work. But do you have a business environment that they are willing to come to? It’s a hard pill to swallow, but maybe it’s time to look in the mirror and ask what can you do to make the job better.
So what can you do? Beef up your people management skills. From hiring to training programs to management, work on your skills first. Second, improve the profitability so you can hire and keep better people. It may mean walking away from low margin customers, or changing your product mix to attract a different demographic with more disposable income. Third, share in the successes. Give people a say in their future and reward them for a job well done. It is your job to create win-win situations. Look in the mirror, take responsibility and make changes that work.
I have been working with a maple syrup producer recently. It is a very seasonal business with large fluctuations in production driven by the weather. They have been selling wholesale and looking at increasing their profit margins by moving into the retail markets by developing an online store. Everything was on track until Mother Nature decided to throw a curve ball. The crazy spring weather reduced production by 35% from last year. There was barely enough production to cover the wholesale orders.
The retail expansion plans were shelved until next year. At least until we started looking at the numbers a bit more. We had been looking at equipment purchases to package for the retail market and had some solid cost numbers on the equipment and the cost of production for each stage of the operation.
The aha moment came when we asked the question “What if we bought high quality syrup on the wholesale market instead of producing it ourselves?” When we compared our costs to wholesale prices, we found that not only could we make money by buying wholesale and packaging for retail, but we could make as much money as producing it ourselves.
By shifting our focus and looking at different ways of reaching our goals, we came up with a way to continue the growth rate. The original focus was always produce as much as possible and sell what you make. Shifting the focus to finding a way to sell maple syrup instead of produce as much as possible seems like a small change, but it will mean the difference between an average year and a very good year.
The question is, what small changes in your thinking can have big impacts to your business?
You spent all this time gathering information for your CPA to do taxes. Income, Expenses, Capital Purchases, Depreciation, and every other detail your CPA wanted you to dig up. And then you paid Uncle Sam a nice chunk of money. Most people don’t want to look at financials any more for another year, but this is exactly when you should be delving into the nuts and bolts of your business to assess your strengths and weaknesses. What do all these numbers mean and where do you start?
When I am asked to look at the health of a business, I start with this list.
- EBITA – Earnings before Interest, Taxes, and Amortization. A look at how your efficient your business is without taxes or debt
- D/A – Debt to asset Ratio – how dependent upon debt is your business.
- ROA – Return on Assets – What percentage did you make on the total assets of your business
- ROI – Return on Investment – How much did you make on YOUR investment
- Owners hourly rate – often owners pay themselves a salary, but breaking it down to an hourly rate can give you a different perspective
- Cost of production per unit, compare to previous years. Are you making improvements in cost control of critical areas.
- Budget vs Actual – look for how accurate your plans were.
- Profit and Loss, compare previous years.
- Inventory Adjustments – make sure inventory purchases and use are not artificially inflating or deflating profit.
- Accrual vs Cash Profit and Loss comparisons- in particular, I am looking for big changes in AR and AP, Inventory values
- Profit and Loss, with percent of income and expenses. Look at the big expenses and see if small changes can make a big impact on the bottom line.
- Develop or tweak budgets – now is the time the numbers are fresh. Look at your plans for growth or cutting unprofitable areas of your business. Incorporate marketing plans with financial plans. Plan your profit levels.
- Balance Sheet – Look at changes in Net Worth
Ideally, you would be looking at these indicators on a quarterly or monthly basis. Minor adjustments to spending or income timing can have big impacts on your total tax bill. The trick is to know you need to make adjustments in the same tax year, not 3 months after.
It is a long list, and it takes time and thought to go through. But the payoffs are there. Don’t be intimidated by numbers!
So you have finally come to grips with the fact that you are in over your head financially. What is your first step? STOP DIGGING. Stop. Spending. Money. Now.
Then start answering these questions.
First of all, where do you stand financially? Who do you owe money to, who owes you money. What assets do you have, what liabilities do you have? What contracts do you have with clients?
The next question is where did you spend the money – cash, credit, barter, checks, debit cards – all of it. Don’t hide anything, you are only lying to yourself. It is important to know how you got to your current situation.
Third, find out where can you make the most money the fastest. If you don’t know your margins, you don’t know where to focus your efforts. Focus on high margin products until you are stabilized. Look at both the income and expense side of the equation, sometimes it is easier to increase income than cut costs. Keep in mind that 10 hours of work at $40 per hour is much better than 40 hours of work at $10 per hour. You may not have the $40 per hour work available when you need cash, but work towards that type of work. You will be much better off in the long run.
Third, develop a realistic budget. A budget not only shows cash inflows and outflows, but what your priorities are. By making a conscious decision on what to fund and what to ignore, you have set your priorities. Any time you deviate from your budget, you should question if the purchase fits your priorities. If your priority is to stop bleeding cash, then you should probably cancel the spring break trip to Florida.
Financial turn arounds happen every day. But it takes a concerted effort to change the habits that got you there in the first place. Make a commitment, enlist help, and develop a plan to make it happen. It is your choice!