About 'finance a small business'|What Small Businesses Need From A Finance Director

About 'finance a small business'|What Small Businesses Need From A Finance Director

Ｉ               ｈａｄ               ｔｈｅ               ｐｒｉｖｉｌｅｇｅ               ｏｆ               ｗｏｒｋｉｎｇ               ｗｉｔｈ               ａ               ｒｕｒａｌ               ｅｌｅｃｔｒｉｃａｌ               ｃｏｎｔｒａｃｔｏｒ               ｔｏ               ｈｅｌｐ               ｈｉｍ               ｆｉｎｅ               ｔｕｎｅ               ｈｉｓ               ｓｍａｌｌ               ｂｕｓｉｎｅｓｓ. Ｈｅ               ｗａｓ               ａｎ               ｅｘｃｅｐｔｉｏｎａｌｌｙ               ｃｏｍｐｅｔｅｎｔ               ｃｏｎｔｒａｃｔｏｒ               ａｎｄ               ａ               ｓｈａｒｐ               ｂｕｓｉｎｅｓｓｍａｎ               ｂｅｓｉｄｅｓ. Ｉｎ               ｆａｃｔ,               ｈｅ               ｗａｓ               ａｎ               ｅｘａｍｐｌｅ               ｏｆ               ｓｏｍｅｏｎｅ               ｓｍａｒｔ               ｅｎｏｕｇｈ               ｔｏ               ａｐｐｒｅｃｉａｔｅ               ｔｈｅ               ｖａｌｕｅ               ｏｆ               ａｎ               ｏｕｔｓｉｄｅ               ｓｅｔ               ｏｆ               ｅｙｅｓ,               ｓｏｍｅｏｎｅ               ｗｉｔｈ               ｎｅｗ               ｉｎｓｉｇｈｔｓ               ｔｏ               ｍａｋｅ               ｒｅｃｏｍｍｅｎｄａｔｉｏｎｓ. Ｔｈｉｓ               ａｒｔｉｃｌｅ               ｉｓ               ａｂｏｕｔ               ｈｏｗ               Ｉ               ｐｌｕｇｇｅｄ               ｉｎｖｅｎｔｏｒｙ               ｌｅａｋｓ               ｉｎ               ｏｎｅ               ｓｍａｌｌ               ｂｕｓｉｎｅｓｓ'               ｐｒｏｆｉｔｓ. Ｉｎ               ａｃｔｕａｌｉｔｙ               ｔｈｅｒｅ               ｗｅｒｅ               ｓｅｖｅｒａｌ               ｌｉｔｔｌｅ               ｗａｙｓ               ｔｈａｔ               ｃａｕｓｅｄ               ｐｒｏｆｉｔｓ               ｔｏ               ｄｒｉｂｂｌｅ               ａｗａｙ.                Ｆａｉｌｉｎｇ               ｔｏ               Ｉｎｖｏｉｃｅ               ｆｏｒ               Ａｌｌ               Ｐａｒｔｓ               Ｕｓｅｄ                               Ｔｈｅｉｒ               ｊｏｕｒｎｅｙｍｅｎ               ｆａｉｌｅｄ               ｔｏ               ｉｎｖｏｉｃｅ               ａｌｌ               ｔｈｅ               ｐａｒｔｓ               ｔｈｅｙ               ｕｓｅｄ               ｏｎ               ｔｈｅｉｒ               ｊｏｂｓ. Ｂｅｃａｕｓｅ               ｍｏｓｔ               ｏｆ               ｈｉｓ               ｊｏｂｓ               ｗｅｒｅ               ｃｏｎｔｒａｃｔ               ｂａｓｅｄ               ｏｎ               ａ               ｂｉｄ,               ｍｙ               ｃｌｉｅｎｔ               ｄｉｄｎ'ｔ               ｔｈｉｎｋ               ａｂｏｕｔ               ｔｈｅ               ｉｍｐｏｒｔａｎｃｅ               ｏｆ               ｔｈｉｓ. Ｈｏｗｅｖｅｒ,               ｉｔ               ａｆｆｅｃｔｅｄ               ｔｈｅｍ               ｉｎ               ｓｅｖｅｒａｌ               ｗａｙｓ:                -               Ｆａｉｌｉｎｇ               ｔｏ               ｔａｋｅ               ａｌｌ               ｏｆ               ｔｈｅ               ｐａｒｔｓ               ｏｕｔ               ｏｆ               ｉｎｖｅｎｔｏｒｙ               ａｎｄ               ａｐｐｌｙｉｎｇ               ｔｈｅｍ               ｔｏ               ｔｈｅ               ｊｏｂ               ｍａｄｅ               ｊｏｂ               ｃｏｓｔｉｎｇ               ｖｉｒｔｕａｌｌｙ               ｉｍｐｏｓｓｉｂｌｅ,               ｗｈｉｃｈ               ｍｅａｎｓ               ｈｅ               ｎｅｖｅｒ               ｇｏｔ               ａｃｃｕｒａｔｅ               ｆｉｇｕｒｅｓ               ｏｎ               ｈｏｗ               ｍｕｃｈ               ｈｅ               ｍａｄｅ               ｏｒ               ｌｏｓｔ               ｏｎ               ａ               ｇｉｖｅｎ               ｊｏｂ. Ｔｈｉｓ               ｉｎｆｏｒｍａｔｉｏｎ               ｗｏｕｌｄ               ｅｎａｂｌｅ               ｈｉｍ               ｔｏ               ａｄｊｕｓｔ               ｈｉｓ               ｂｉｄｓ.                -               Ｔｈｅ               ｏｔｈｅｒ               ｃａｕｓｅ               ｏｆ               ｐｒｏｆｉｔｓ               ｄｒｉｐｐｉｎｇ               ａｗａｙ               ｗａｓ               ｔｈａｔ               ｔｈｅ               ｅｌｅｃｔｒｉｃｉａｎｓ               ｇｏｔ               ｓｌｏｐｐｙ               ｏｎ               ｔｈｅ               ｃｏｎｔｒａｃｔ               ｊｏｂｓ               ｓｏ               ｔｈｅｙ               ｗｅｒｅ               ｃａｒｅｌｅｓｓ               ｏｎ               ｔｉｍｅ               ａｎｄ               ｍａｔｅｒｉａｌ               (Ｔ&Ｍ)               ｊｏｂｓ,               ｗｈｉｃｈ               ｗｅｒｅ               ｂｉｌｌａｂｌｅ               ｆｏｒ               ｐａｒｔｓ               ａｎｄ               ｌａｂｏｒ.                Ｉｔ'ｓ               ａｍａｚｉｎｇ               ｈｏｗ               ｄｒｉｂｓ               ａｎｄ               ｄｒａｂｓ               ａｄｄ               ｕｐ               ｏｖｅｒ               ａ               ｙｅａｒ'ｓ               ｐｅｒｉｏｄ               ｏｆ               ｔｉｍｅ. Ｌｏｏｋ               ａｔ               ｔｈｉｓ               ｃｏｎｓｅｒｖａｔｉｖｅ               ｃａｌｃｕｌａｔｉｏｎ:                -               $2               ｃｏｓｔ               ｆｏｒ               ｐａｒｔｓ               ｍｉｓｓｅｄ               ｘ               4               ｊｏｂｓ/ｄａｙ               ｘ               5               ｊｏｂｓ               ｐｅｒ               ｗｅｅｋ               ｘ               50               =               $2,000               ｐｅｒ               ｙｅａｒ.                -               Ｌｏｏｋ               ａｔ               ｉｔｓ               ｒｅａｌ               ｉｍｐａｃｔ. Ｉ               ｈａｖｅ               ｆｏｕｎｄ               ｍｏｓｔ               ｓｍａｌｌ               ｂｕｓｉｎｅｓｓｅｓ               Ｉ               ｗｏｒｋｅｄ               ｗｉｔｈ               ｈａｄ               ｌｏｗ               ｐｒｏｆｉｔ               ｍａｒｇｉｎｓ,               ｍａｙｂｅ               ｅｖｅｎ               ｎｅｇａｔｉｖｅ. Ｓａｙ               ｔｈｉｓ               ｉｓ               ｙｏｕｒ               ｂｕｓｉｎｅｓｓ. Ｙｏｕｒ               ｎｅｔ               ｐｒｏｆｉｔ               ｉｓ               5%. Ｈｅｒｅ               ａｒｅ               ｔｈｅ               Ｓａｌｅｓ               ｙｏｕ               ｎｅｅｄ               ｔｏ               ｍａｋｅ               ｕｐ               ｆｏｒ               ｔｈｉｓ               ｌｏｓｓ.                Ｓａｌｅｓ               ｘ               ｎｅｔ               ｐｒｏｆｉｔ               ｍａｒｇｉｎ               =               ｐｒｏｆｉｔ                               Ｐｒｏｆｉｔ               /               ｎｅｔ               ｐｒｏｆｉｔ               ｍａｒｇｉｎ               =               ｓａｌｅｓ                               $2,000               /               5%               =               $40,000               ｉｎ               ｓａｌｅｓ               ｔｏ               ｒｅｃｏｖｅｒ               ｔｈａｔ               ｉｎｖｅｎｔｏｒｙ               ｓｈｒｉｎｋ                Ｆａｉｌｉｎｇ               ｔｏ               ｉｎｖｏｉｃｅ               ｆｏｒ               ｐａｒｔｓ               ｕｓｅｄ               ｏｎ               ｔｈｅ               ｊｏｂ               ｍｅａｎｓ               ｙｏｕ               ａｌｓｏ               ｌｏｓｅ               ｏｕｔ               ｏｎ               ｔｈｅ               ｐｒｏｆｉｔ               ｙｏｕ               ｓｈｏｕｌｄ               ｈａｖｅ               ｍａｄｅ. Ｉｆ               ｙｏｕ               ｐｌａｎ               ｏｎ               ａ               ｐａｒｔｓ               ｐｒｏｆｉｔ               ｍａｒｇｉｎ               ｏｆ               20%,               ｈｅｒｅ'ｓ               ｈｏｗ               ｍｕｃｈ               ｐｒｏｆｉｔ               ｙｏｕ               ｆａｉｌｅｄ               ｔｏ               ｍａｋｅ:                Ｃｏｓｔ               /               (1               -               %               ｐｒｏｆｉｔ               ｍａｒｇｉｎ)               =               Ｓｅｌｌｉｎｇ               Ｐｒｉｃｅ                               $2,000               /               (1               -               .25)               =               $2,000               /               .75               =               $2,667               ｉｎ               ｌｏｓｔ               ｒｅｖｅｎｕｅ                               $2,667               -               $2,000               =               ａｄｄｉｔｉｏｎａｌ               $667               ｌｏｓｔ               ｐｒｏｆｉｔ                Ｔｈｅｓｅ               ａｒｅ               ｃｏｎｓｅｒｖａｔｉｖｅ               ｃａｌｃｕｌａｔｉｏｎｓ               ｆｏｒ               ａ               ｒｅａｌｌｙ               ｓｍａｌｌ               ｂｕｓｉｎｅｓｓ. Ｉｆ               ｙｏｕ               ｈａｖｅ               ｃｒｅｗｓ               ｄｏｉｎｇ               40               ｊｏｂｓ               ｐｅｒ               ｄａｙ,               ｔｈｅ               ｓａｍｅ               ｎｕｍｂｅｒｓ               ｍｅａｎ               $20,000               ｐｅｒ               ｙｅａｒ               ｉｎ               ｃｏｓｔｓ               ｎｏｔ               ｒｅｃｏｖｅｒｅｄ               ａｎｄ               $5,000               ｉｎ               ｐｒｏｆｉｔ               ｍｉｓｓｅｄ.                Ｂｅｉｎｇ               ａ               Ｐａｒｔｓ               Ｈｏｕｓｅ               ｆｏｒ               Ｓｏｍｅ               Ｅｍｐｌｏｙｅｅｓ'               Ｉｎｄｅｐｅｎｄｅｎｔ               Ｊｏｂｓ                               Ｗｈｅｎ               ｗｅ               ｌｏｏｋｅｄ               ａｔ               ｉｓ               ｉｎｖｅｎｔｏｒｙ               ｃｏｎｔｒｏｌ,               ｉｔ               ｗａｓ               ａｎ               ｈｏｎｏｒ               ｓｙｓｔｅｍ. Ｉｆ               ｙｏｕ               ｎｅｅｄｅｄ               ｃｅｒｔａｉｎ               ｐａｒｔｓ               ｆｏｒ               ｔｈｅ               ｊｏｂ               ｔｈａｔ               ｄａｙ,               ｙｏｕ               ｐｕｌｌｅｄ               ｔｈｅｍ               ｙｏｕｒｓｅｌｆ. Ｗｈｉｌｅ               ｍａｎｙ               ｐｅｏｐｌｅ               ｔｈｒｉｖｅ               ｏｎ               ｂｅｉｎｇ               ｔｒｕｓｔｅｄ,               ｔｈｅｒｅ               ｉｓ               ａｌｗａｙｓ               ｓｏｍｅｏｎｅ               ｗｈｏ               ｖｉｅｗｓ               ｙｏｕｒ               ｃｏｍｐａｎｙ               ａｓ               ｔｈｅｉｒ               ｏｗｎ               ｐａｒｔｓ               ｈｏｕｓｅ               ｆｏｒ               ｊｏｂｓ               ｔｈｅｙ               ｄｏ               ｏｎ               ｔｈｅ               ｓｉｄｅ. Ｏｂｖｉｏｕｓｌｙ,               ｔｈｉｓ               ｉｓ               ａ               ｍｕｃｈ               ｍｏｒｅ               ｓｅｒｉｏｕｓ               ｌｅａｋ               ｉｎ               ｔｈｅ               ｄｉｋｅ.                Ｔｈｅ               ｓｏｌｕｔｉｏｎ               ｔｏ               ｔｈｉｓ               ｉｓ               ｔｏ               ｌｉｍｉｔ               ａｃｃｅｓｓ               ｔｏ               ｙｏｕｒ               ｐａｒｔｓ               ａｎｄ               ｈａｖｅ               ｓｏｍｅｏｎｅ               ｔｒｕｓｔｗｏｒｔｈｙ               ｓｉｇｎ               ｐａｒｔｓ               ｏｕｔ               ａｎｄ               ｂａｃｋ               ｉｎ.                Ｍｉｓｃｅｌｌａｎｅｏｕｓ               Ａｒｅａｓ               ｏｆ               Ｉｎｖｅｎｔｏｒｙ               Ｓｈｒｉｎｋ                               Ｕｓｉｎｇ               ｔｈｉｓ               ｋｉｎｄ               ｏｆ               ｉｎｖｅｎｔｏｒｙ               ｃｏｎｔｒｏｌ               ｓｈｏｕｌｄ               ｅｌｉｍｉｎａｔｅ               ｔｈｅ               ｐｒｏｂｌｅｍ               ｏｆ               ｐｅｏｐｌｅ               ｐｕｔｔｉｎｇ               ｔｈｅ               ｗｒｏｎｇ               ｐａｒｔｓ               ｂａｃｋ               ｉｎ               ａ               ｂｏｘ. Ｓｏｍｅ               ｅｍｐｌｏｙｅｅｓ               ａｌｓｏ               ｄｉｄｎ'ｔ               ｃａｒｅ               ｗｈｅｒｅ               ｔｈｅｙ               ｐｕｔ               ｔｈｅ               ｐａｒｔｓ               ｓｏ               ｎｏ               ｏｎｅ               ｃｏｕｌｄ               ｆｉｎｄ               ｔｈｅｍ               ｄｅｓｐｉｔｅ               ｔｈｅｉｒ               ｂｅｉｎｇ               ｒｅｔｕｒｎｅｄ. Ｔｈｅ               ｂｉｇｇｅｒ               ｐｒｏｂｌｅｍ               ｏｃｃｕｒｓ               ｗｈｅｎ               ｙｏｕ               ａｒｅ               ｃｏｕｎｔｉｎｇ               ｏｎ               ｔｈａｔ               ｐａｒｔ,               ｙｏｕ               ｆｉｎｄ               ｙｏｕ               ｄｏｎ'ｔ               ｈａｖｅ               ｉｔ. Ｔｈｉｓ               ｄｅｌａｙｓ               ａ               ｊｏｂ,               ｉｒｒｉｔａｔｅｓ               ａ               ｃｕｓｔｏｍｅｒ,               ａｎｄ               ｃｈｅｗｓ               ｕｐ               ｌａｂｏｒ               ｈｏｕｒｓ               ａｎｄ               ｇａｓ               ｔｏ               ｇｏ               ｇｅｔ               ｉｔ.                Ａｌｔｏｇｅｔｈｅｒ,               Ｉ               ｒｅｃｏｍｍｅｎｄｅｄ               ｃｈａｎｇｅｓ               ｔｏ               ｓａｖｅ               $56,000               ｌｏｓｔ               ｂｙ               ｉｎｖｅｎｔｏｒｙ               ｓｈｒｉｎｋ. Ｔｈｉｓ               ｃｌｉｅｎｔ               ｓｏｌｄ               ｌｅｓｓ               ｔｈａｎ               $3,000,000               ａ               ｙｅａｒ. Ｔｈｅｙ               ｍａｉｎｔａｉｎｅｄ               ａｎ               ｉｎｖｅｎｔｏｒｙ               ｖａｌｕｅｄ               ａｔ               10%               ｏｆ               ｓａｌｅｓ.                Ｔｈｅｓｅ               ｔｈｒｅｅ               ｓｉｍｐｌｅ               ｅｘａｍｐｌｅｓ               ｓｈｏｗ               ｈｏｗ               Ｉ               ｐｌｕｇｇｅｄ               ｉｎｖｅｎｔｏｒｙ               ｌｅａｋｓ               ｉｎ               ｏｎｅ               ｓｍａｌｌ               ｂｕｓｉｎｅｓｓ'               ｐｒｏｆｉｔｓ. Ｈａｄ               ｈｉｓ               ｂｕｓｉｎｅｓｓ               ｒｅｌｉｅｄ               ｍｏｒｅ               ｏｎ               Ｔ&Ｍ,               ｆａｉｌｉｎｇ               ｔｏ               ｉｎｖｏｉｃｅ               ｆｏｒ               ａｌｌ               ｐａｒｔｓ               ｕｓｅｄ               ｃｏｕｌｄ               ｈａｖｅ               ｂｅｅｎ               ａ               ｍｕｃｈ               ｍｏｒｅ               ｓｔｅａｄｙ               ｄｒｉｐ               ｒａｔｈｅｒ               ｔｈａｎ               ｔｈｅ               ｄｒｉｂｂｌｅ               ｉｔ               ｗａｓ. Ｂｅｉｎｇ               ａ               ｐａｒｔｓ               ｈｏｕｓｅ               ｆｏｒ               ｓｏｍｅ               ｅｍｐｌｏｙｅｅｓ'               ｉｎｄｅｐｅｎｄｅｎｔ               ｊｏｂｓ               ｗａｓ               ａ               ｍｕｃｈ               ｂｉｇｇｅｒ               ｉｍｐａｃｔ               ｔｈｏｕｇｈ               Ｉ               ｄｏｎ'ｔ               ｒｅｃａｌｌ               ｈｏｗ               ｍｕｃｈ               ｏｆ               ｔｈｅ               ｔｏｔａｌ               ｓｈｒｉｎｋ               ｉｔ               ａｃｃｏｕｎｔｅｄ               ｆｏｒ. Ｎｅｖｅｒｔｈｅｌｅｓｓ,               Ｉ               ｆｏｕｎｄ               ｉｔ               ｅｘｔｒｅｍｅｌｙ               ｓａｔｉｓｆｙｉｎｇ               ｔｏ               ｈｅｌｐ               ａ               ｓｏｌｉｄｌｙ               ｒｕｎ               ｓｍａｌｌ               ｂｕｓｉｎｅｓｓ               ｆｉｎｄ               ｗａｙｓ               ｔｏ               ｐｌｕｇ               ｌｅａｋｓ               ｉｎ               ｔｈｅｉｒ               ｐｒｏｆｉｔｓ.                                Ｍｏｒｅ               ｆｒｏｍ               ｔｈｉｓ               ｃｏｎｔｒｉｂｕｔｏｒ:                               Ｗｈａｔ               ｉｓ               ｔｈｅ               Ｅｆｆｅｃｔ               ｏｆ               Ｓｉｍｐｌｅ               Ｉｎｔｅｒｅｓｔ               Ｖｅｒｓｕｓ               Ｃｏｍｐｏｕｎｄ               Ｉｎｔｅｒｅｓｔ?                Ｆｉｒｓｔ               Ｐｅｒｓｏｎ:               Ｔｈｅ               Ｖａｌｕｅ               ｏｆ               Ｃｕｓｔｏｍｅｒ               Ｓａｔｉｓｆａｃｔｉｏｎ               Ｉｎｔｅｒｖｉｅｗｓ                               Ｆｉｒｓｔ               Ｐｅｒｓｏｎ:               Ｔｈｅ               Ｖａｌｕｅ               ｏｆ               'Ｎｏ               Ｃｈａｒｇｅ'               Ｉｎｖｏｉｃｅｓ

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