Business Success Newsletter |
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Dear
Linnea,
I'd like to welcome you to this edition of
the Business Success Newsletter, dedicated
to helping business owners build a better
business...today!
This month we help you get refocused on
making sure your company is profitable, as
well as giving you some valuable information
from guest writers Teri Milligan on
QuickBooks Tips and Chris Olmsted on
Employment Law to help you incorporate best
practices into your business operations.
Don't miss our schedule of Teleclasses and
Webinars. Our monthly Businesses Getting
Results series is open to the public as well
as Advisors On Target clients.
New On Target Online Program! Click on the
Calendar Page on our website to see how you
can receive a year's worth of teleclasses
and access to online tools for one low
price! Current On Target clients receive
these benefits automatically and do not need
to sign up for the classes. However if you
are not already an On Target client, the On
Target Online program is a great way to get
started on building a better business.
Wishing you a happy and profitable summer,
Linnea Blair |
Upcoming Events:
The 4 Ways to Grow Your Business
Thursday, August 9, 2007 @ 1:00 PM Eastern
(12:00 PM Central, 11:00 AM Mountain, 10:00
AM Pacific)
For more
info. or to register for Tele-classes, click
here |
Quotable Quotations
Wherever you see a successful business,
someone once made a courageous decision.
- Peter F. Drucker |
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Taking Control of Profit!
'Profit'
is what's left over after you've paid all
your expenses. The important thing to note
is that profit is 'what's left over'.
PROFIT IS A RESIDUAL. It is a consequence of
what happens in and to your business. Some
of these things are within your control and
some of them are outside your control. If
you're going to have any effect on your
profit, you have to focus on those things
over which you have control. As it turns out
there are four specific factors that
determine profit and over which you have
some degree of control. These are:
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The PRICE you charge for the products
and/or services you sell.
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The QUANTITY (or volume) of products or
services you sell.
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The costs you incur directly in
producing or buying the products and
services you sell. These are referred to
as VARIABLE COSTS because they increase
or decrease as your sales increase or
decrease.
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The costs you incur whether you make any
sales or not. These are called FIXED
COSTS because they don't change with
changes in sales volume, at least not on
a day-to-day basis.
Many business advisors offer a profit
improvement potential analysis service that
works by running 'what if' scenarios on the
business' figures to demonstrate how
significant improvements to profitability
can come about from just small changes in
these four factors.
These usually start from using your current
figures as base and estimating what would
happen with a small increase or decrease. In
the table below let's assume the current
figures are in the BASE column and make a 5%
alteration to give the figure in the RESULT
column.
In this example, a modest 5% improvement in
each factor (without any consequential
unfavorable impact on any of the other
three) would more than double your profit
from $1,000 to $2,190. This is a 119%
improvement in profit and from only a 5%
improvement in each of the factors that
affect profit.
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BASE |
CHANGE |
RESULT |
Price |
$100 |
5% increase |
$105 |
Sales Volume - units |
100 |
5% increase |
105 |
SALES |
$10,000 |
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$11,025 |
Less VARIABLE COSTS ($60
each) |
$6,000 |
5% decrease ($57 each) |
$5,985 |
Gross Profit |
$4,000 |
|
$5,040 |
Less FIXED COSTS |
$3,000 |
5% decrease |
$2,850 |
NET PROFIT |
$1,000 |
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$2,190 |
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It is evident that a relatively small %
change in each of the four factors has a
staggering effect on the resultant profit.
And of course the reverse is also true. If
you discount your price, allow your sales
volume to fall, fail to control your fixed
costs and let your variable costs get away
from you, even by small amounts, you can end
by destroying a profitable business.
Obviously to make the increases happen you
need to review your operations in the areas
that affect the figures - cost cutting,
process improvement, more active marketing
and so on. But the results can be well worth
the effort and cost of implementation. |
QuickBooks Tip - Using Auto-Recall in
QuickBooks 2007
By Teri Milligan, QuickBooks Consulting and Implementation
As business owners, 90% of what we do on a
daily basis is the same. The auto-recall
preference in QuickBooks uses the system to
auto fill your data entries, thus reducing
the time it takes to enter transactions.
In QuickBooks 2006 and prior versions, once
you type in a payee in QuickBooks and
associate it with an account (category), the
next time you type that payee, QuickBooks
will automatically recall the information
from the prior transaction, including the
amount, the account (category), and any
memo.
In QuickBooks 2007, this preference has been
updated to give you two options: One which
is the auto recall preference from above, as
well as a new option called "Pre-fill
accounts for vendor based on past entries".
If you choose this option, QuickBooks will
automatically recall the information from
the prior transaction for that payee, as in
the first option, but the only two fields it
will remember is the name and the account
(category) with which you associated it.
For example, let's say you enter a check for
a telephone payment. You type SBC as your
payee, $22.35 in the amount field, choose
Telephone in the Account field, and then
type "Long Distance" in the memo.
With the auto recall preference, the next
time you type SBC in the payee field, you
will automatically get $22.35 in the amount
field, Telephone in the Account field, and
"Long Distance" in the memo.
With the second option or the Pre-fill
preference, the next time you type in SBC in
the payee field, the only field that will
pre-fill is the account field of
"Telephone".
To find the preference, click on Edit Menu,
Go to Preferences, then on the left hand
side, click on General. In QuickBooks 2006
and prior versions there is a check box
called "Automatically recall last
transaction for this name". In QuickBooks
2007 there is a section called
"Automatically recall information" which
will have the two options.
I recommend turning on the preference, no
matter what version of QuickBooks you are
using and in the 2007 version choose the
"Pre-fill accounts for vendor based on past
entries".
To learn how to use QuickBooksTM more
efficiently in your business you can contact
Teri at 619-463-6851 or by e-mail at
teri@terimilligan.com.
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What's Next?
You may find yourself running at full speed this
August to complete summer projects often with
fewer employees than you planned for due to
vacations. It seems everyone wants to take some
time off during August, perhaps even you as the
business owner want to take a break before the
summer slips away.
So with a full schedule, there may not seem to
be time to think ahead to the fall. In spite of
that, I encourage you to take some time to think
about your plans for the fall. Do you have a
marketing campaign that needs to be deployed?
What do you need to have in place to have a
successful third quarter?
Need a business coach to ask you the hard
questions?
Give us a call at 858.320.8996 and let us help
you take the next step towards making your 2007
your best year ever!
Advisors On Target has options that work for
you:
~ Business Coaching
~ Individual Consulting
~ On Target Group Program
~ Business Performance Review
~On Target Online
NEW
Find out more....
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Reduce the Risk of Employee Claims after Termination
By Christopher W. Olmsted, Attorney
Employee terminations must be handled with utmost
care in order to minimize the risk of discrimination
lawsuits and liability. It is critical for an
employer to uniformly apply any discipline policies,
up through and including termination and to
accurately memorialize the grounds for discipline or
discharge. Questions to consider in the process
include:
1. Has the company policy or procedure at issue been
consistently and fairly applied?
Inconsistent application of policies may be the
result of sloppy personnel management, but the
effect can be serious. When an employee sues for
discrimination, his or her lawyer argues that the
inconsistent application of company rules means that
the employee has been singled out based on a
protected status, such as age, race or gender.
2. If any similarly situated employees behaved
similarly, what action did the employer take?
"Similarly situated employees" typically means those
who hold the same positions at a comparable level in
the company, typically in the division, or under the
same supervisor, and subject to the same work rules
and engage in the same conduct under almost the same
circumstances. Where two employees commit the same
wrong, and only one was terminated, the terminated
employee may allege that the harsher treatment was
on account of discrimination.
3. Has the incident been thoroughly investigated
(all facts obtained), and has the investigation been
conducted objectively?
A careful and objective investigation can support a
legitimate termination decision and negate the
inference of discriminatory motive.
4. Is progressive discipline justified under company
policies, and has a progressive policy been followed
under similar circumstances?
Some companies use a progressive discipline policy.
For example, employees may be entitled to a verbal
and written warning prior to termination. Failing to
follow the policy as promised may create the
impression that the deviation from policy was
motivated by discriminatory animus.
5. Has the employee been given the opportunity to
respond to any accusation and has the company
followed up on any conflicting facts?
If the employee offers "exculpatory" evidence, be
sure to fairly consider it before making the final
decision.
6. Does the level of discipline match the violation?
If the punishment does not fit the crime,
allegations of discrimination may follow.
7. Is there proper documentation of the reason for
the employer's decision?
A well drafted record will serve as Exhibit "A" in
the defense against unmeritorious legal claims.
With these questions in mind, an employer can
greatly reduce the risk of employee claims.
Christopher Olmsted is an attorney and shareholder
with the firm Barker Koumas & Olmsted in San Diego.
You may reach him
by email at
cwo@barkerkoumas.com or you may visit
www.barkerkoumas.com.
The article presented herein is intended as a brief
overview of the law and is not intended to
substitute as legal advice. Any questions or
concerns regarding any statute or case law should be
addressed to a licensed attorney. |
Linnea
Blair
Advisors On Target, LLC
(858) 320-8996
www.AdvisorsOnTarget.com
ljblair@advisorsontarget.com |
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