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David Brown: The Fantastic Fiscal Four

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Know the most important numbers to control in your business.

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[h3]The Fantastic Fiscal Four[/h3]

[dropcap cap=T]he trick with financial information is to concentrate on the key areas and ignore the rest. Don’t allow yourself to get bogged down in line-by-line data. Here are the important areas to control in your business:[/dropcap]

[h4][b]Inventory[/b][/h4]

Often your largest asset, and certainly the greatest absorber of cash. The critical questions here are:

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— What is the right amount of inventory for me to have?
— Do I have enough/too much inventory for my business?
— Is my inventory saleable?

Answer the first and second questions by measuring your inventory relative to sales. The third is best dealt with by looking at your percentage of aged inventory relative to new inventory.

[h4][b]Debt[/b][/h4]

What is your level of debt relative to assets? Many companies overextend themselves in this area. A ratio of more than 50 percent debt to total assets should set alarm bells ringing. The interest rate is also critical. What level of debt or repayments can you handle if rates were to increase?
Consider vendor debt as well as financial debt, such as a line of credit, bank overdraft and other loans.

[h4][b]Profit[/b][/h4]

If you are losing money, you are a ticking time bomb. Ask yourself:
— What is my  break-even level of sales?
— What profit should I be making from the investment I have made in my business?
— How is my actual profitability relative to these questions?
— During the months when I don’t make a profit, do I have arrangements in place to see me through to the months when I do make a profit?

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Don’t forget to take into account owner’s wages. If you are not paying yourself a separate wage, then you haven’t taken into consideration the return needed for your effort. Profit is the result after paying your personal wages.

[h4][b]Cash Flow[/b][/h4]

This is the single biggest reason for business failure. Profit is not cash flow. Time and time again, we see business owners living beyond their means with vehicles purchased on finance and exotic overseas vacations that their store cannot afford. Determining your positive or negative cash flow is a crucial part of operating your business.

Once you have pinpointed which of these four areas are cause for concern, you can then investigate more detailed figures in the respective areas.


David Brown is president of the Edge Retail Academy, an organization devoted to the ongoing measurement and growth of jewelry store performance and profitability. You can contact him at [email protected]

[span class=note]This story is from the January 2010 edition of INSTORE[/span]

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If you’d like to contribute your own data and receive a personalized KPI report each month, call (877) 910-3343 or e-mail: [email protected].

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SPONSORED VIDEO

Wilkerson Testimonials

If It’s Time to Consolidate, It’s Time to Call Wilkerson

When Tom Moses decided to close one of the two Moses Jewelers stores in western Pennsylvania, it was time to call in the experts. After reviewing two candidates, Moses, a co-owner of the 72 year-old business, decided to go with Wilkerson. The sale went better than expected. Concerned about running it during the pandemic, Moses says it might have helped the sale. “People wanted to get out, so there was pent-up demand,” he says. “Folks were not traveling so there was disposable income, and we don’t recall a single client commenting to us, feeling uncomfortable. It was busy in here!” And perhaps most importantly, Wilkerson was easy to deal with, he says, and Susan, their personal Wilkerson consultant, was knowledgeable, organized and “really good.” Now, the company can focus on their remaining location — without the hassle of carrying over merchandise that either wouldn’t fit or hadn’t sold. “The decision to hire Wilkerson was a good one,” says Moses.

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David Brown

David Brown: The Fantastic Fiscal Four

Published

on

Know the most important numbers to control in your business.

{loadposition davidbrownheader}

[h3]The Fantastic Fiscal Four[/h3]

[dropcap cap=T]he trick with financial information is to concentrate on the key areas and ignore the rest. Don’t allow yourself to get bogged down in line-by-line data. Here are the important areas to control in your business:[/dropcap]

[h4][b]Inventory[/b][/h4]

Advertisement

Often your largest asset, and certainly the greatest absorber of cash. The critical questions here are:

— What is the right amount of inventory for me to have?
— Do I have enough/too much inventory for my business?
— Is my inventory saleable?

Answer the first and second questions by measuring your inventory relative to sales. The third is best dealt with by looking at your percentage of aged inventory relative to new inventory.

[h4][b]Debt[/b][/h4]

What is your level of debt relative to assets? Many companies overextend themselves in this area. A ratio of more than 50 percent debt to total assets should set alarm bells ringing. The interest rate is also critical. What level of debt or repayments can you handle if rates were to increase?
Consider vendor debt as well as financial debt, such as a line of credit, bank overdraft and other loans.

[h4][b]Profit[/b][/h4]

Advertisement

If you are losing money, you are a ticking time bomb. Ask yourself:
— What is my  break-even level of sales?
— What profit should I be making from the investment I have made in my business?
— How is my actual profitability relative to these questions?
— During the months when I don’t make a profit, do I have arrangements in place to see me through to the months when I do make a profit?

Don’t forget to take into account owner’s wages. If you are not paying yourself a separate wage, then you haven’t taken into consideration the return needed for your effort. Profit is the result after paying your personal wages.

[h4][b]Cash Flow[/b][/h4]

This is the single biggest reason for business failure. Profit is not cash flow. Time and time again, we see business owners living beyond their means with vehicles purchased on finance and exotic overseas vacations that their store cannot afford. Determining your positive or negative cash flow is a crucial part of operating your business.

Once you have pinpointed which of these four areas are cause for concern, you can then investigate more detailed figures in the respective areas.


David Brown is president of the Edge Retail Academy, an organization devoted to the ongoing measurement and growth of jewelry store performance and profitability. You can contact him at [email protected]

Advertisement

[span class=note]This story is from the January 2010 edition of INSTORE[/span]

If you’d like to contribute your own data and receive a personalized KPI report each month, call (877) 910-3343 or e-mail: [email protected].

{loadposition xtra-browncolumn}

Advertisement

SPONSORED VIDEO

Wilkerson Testimonials

If It’s Time to Consolidate, It’s Time to Call Wilkerson

When Tom Moses decided to close one of the two Moses Jewelers stores in western Pennsylvania, it was time to call in the experts. After reviewing two candidates, Moses, a co-owner of the 72 year-old business, decided to go with Wilkerson. The sale went better than expected. Concerned about running it during the pandemic, Moses says it might have helped the sale. “People wanted to get out, so there was pent-up demand,” he says. “Folks were not traveling so there was disposable income, and we don’t recall a single client commenting to us, feeling uncomfortable. It was busy in here!” And perhaps most importantly, Wilkerson was easy to deal with, he says, and Susan, their personal Wilkerson consultant, was knowledgeable, organized and “really good.” Now, the company can focus on their remaining location — without the hassle of carrying over merchandise that either wouldn’t fit or hadn’t sold. “The decision to hire Wilkerson was a good one,” says Moses.

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