Guide to Finance

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Interpretation Of Financial Statements

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As you consider which legal entity or entities--corporation, limited liability company, or limited partnership--you want to use for your business structure, the decisions you make will depend heavily on your current financial situation, both personal and professional. But do you know how to read a financial statement on your own? Do you know how to read your own personal and business financial statements?



Knowing how to do this is an essential skill not just for entrepreneurs but for everyone. However, for the entrepreneur having this skill can mean the difference between having a thriving business that continues to thrive and winding up in bankruptcy. The annals of the bankruptcy courts are strewn with cases of entrepreneurs who entrusted their accounting to others and, not knowing how to read the financial statements of their own businesses, were surprised when they found that the business was ultimately unsustainable. The purpose of this article is to help prevent this from happening to you--and to arm you with the skills you need to structure your business to your benefit from the outset.

Your Two Major Financial Statements

There are two major financial statements that every entrepreneur should know how to read and (ideally) prepare or have prepared in their financial software (we recommend QuickBooks):

The Income Statement

The Income Statement (also known as the P&L or Profit and Loss Statement) offers a dynamic picture of the ebb and flow of your finances. Briefly, income statement shows first: A. Your various sources of income Then subtracts from that, B. Your expenses To give you the net result: Net Profit or Loss Typically, it is the result shown on this statement that is the basis for your taxation by state and federal authorities at the end of the year. The net income or loss (revenue outgo) is carried over onto your second major financial statement: The Balance Sheet.

The Balance Sheet

Offers you a snapshot of cumulative results of your financial activities. It is made up of two columns:

On the left side you have your Assets

On the right are listed your Liabilities and Owners/Shareholders Equity (or ownership in the business). The two columns must be in balance, which is why this is called a Balance Sheet.

Assets=Liabilities + Equity

It's really quite logical how the Income Statement and Balance Sheet relate to one another.

If you have to use current or long-term assets to pay ongoing expenses during the current year, at the end of the year, the amount of your assets will be reduced by the amount of net loss. On the right hand side, your Equity has gone down too. If you borrowed, say $10,000 to pay current operating expenses, at year end, your assets remain the same, but your liabilities have increased by $10,000, lowering your net Equity or ownership in the company by that same $10,000.

It doesn't take a rocket scientist to figure out that if you continue on this path, you will quickly be in a very painful situation, because Liabilities carry their own cost. The cost of borrowing money is Interest, and if you are fortunate enough to borrow at only 10% interest (on unsecured debt) today, a year from now, you will have to pay $11,000 to pay off the original $10,000 debt. This reduces your equity still further--unless you have used the borrowed funds to create more assets that increase in value at the same rate as the interest on your debt or, better yet--at a higher rate.

More to the point for deciding which business entities to use is that you need to work out both your personal financial statements and those of your business(es). If you find, for example, that that you have significant salary or wage income in your personal financial statements that is causing you to pay out high taxes (as reflected in your balance sheet), and you expect that your business will generate some significant losses for the first several years, it would be advantageous to you to use a business entity that is a flow-through entity. Losses incurred by your S-Corporation (or, if you prefer, your Limited Partnership or your Limited Liability Company) will flow onto your personal balance sheet to offset the salary or wage income and thus reduce your tax liability.

Moreover, in general, if you want to draw up a roadmap to getting where you want to go, you need to know your point of departure. Thus, preparing and understanding your personal and business financial statements is an indispensable first step for your business planning.

©Copyright Azur Pacific Associates 2006
Interpretation Of Financial Statements
Monthly financial statements convey critical information to a nonprofit's management and board. Sometimes, though, these people are in such a hurry to get the results after month-end that accountants feel pressure to take short-cuts and eliminate procedures they believe are necessary to create complete and accurate reports. Following are some problems accountants commonly face, and some suggestions for increasing month-end efficiency without compromising or distorting the message in the numbers.

Waiting for bank statments to arrive: Sometimes, your checking account statement doesn't arrive in the mail for a week after month-end, and you have to hold up other procedures because you haven't reconciled your accounting records to the bank. But you don't have to wait anymore! Thanks to internet banking, you can have access to the checking account on-line. Internal controls over cash are not compromised if you have read-only access.

Late invoices from vendors: When you know you owe but the invoice hasn't arrived, you don't need to hold up your month-end close. If the amount you expect to owe is large enough that it will have a material effect on the results of operations, contact the vendor and ask for an email or fax of the invoice, or an estimate of the amount they'll be billing. Post an estimate to Accrued Expenses as a reversing entry to the GL. Then, when the bill arrives, post it to AP as you normally would.

Difficulty with a reconciliation: Some accounts need to be reconciled before you issue financial statements - these are the ones where missing or incorrect data would cause managers to make different decisions than they would if that data were included or correct. But if only small amounts are involved - $50 here or $5 there - the financial reports will be just as useful before the reconciliations are done as they will afterwards. Weigh the benefits of timely reporting against the benefits of absolute accuracy, the disadvantages of missing information against those of tardiness.

Gathering receipts and other back-up for credit card purchases or travel expenses: Sometimes, receipts and coding guidance for charges to cards entrusted to employees is missing when it's time to close the month or pay the bill. In order not to hold up financial statements, post debits for missing charges on employee cards to Employee Receivables so they appear on the balance sheet as an asset. Think about them as rough equivalents to cash advances for travel. Once you have the receipts in hand, you can journal-entry them to the appropriate expense account.

Inaccurate or missing coding of expenses to accounts, programs, or funding sources: There's no substitute for getting accurate coding information before you post transactions, so help managers and other employees responsible for providng this information get it to you. You can have a rubber stamp custom-made that has a blank space for each bit of information you need from them. Or you can use purchase orders, which require the coding to be supplied before a purchase is made.

Executive directors or other colleagues' urgent requests for reports or projects at the last minute: We're all familiar with this one, and it can be difficult to manage without putting in overtime. It helps to be proactive: make sure you have a calendar showing when grant reports are due. At month-end before the closing process starts in earnest, ask your executive director about other requests that may be coming in the next week or two.

Smoothing the road to a quicker monthly close isn't likely to be accomplished all at once. Take on what seems to be the easiest task first and move on to the more difficult ones later. It won't be long before you see results that make the effort worth it!
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Both Germaine A Hoston & Nancy Church are contributors for EditorialToday. The above articles have been edited for relevancy and timeliness. All write-ups, reviews, tips and guides published by EditorialToday.com and its partners or affiliates are for informational purposes only. They should not be used for any legal or any other type of advice. We do not endorse any author, contributor, writer or article posted by our team.

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An Analysis Of Decision Under Risk
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