Present your accountant with a computer file rather than screeds of paper It cuts down on accounting fees and makes administration less arduous.
If you sell a product, it’s the cost of buying the product, plus preparing it for sale e.g. freight, storage, currency exchange, importation etc. This excludes overheads e.g. rent, admin wages etc.
If you sell a service or jobs, it’s the cost of direct labour i.e. those who deliver the service and materials. As per products it excludes overheads.
If you manufacture goods it’s the costs of raw materials, labour, equipment, storage etc. as per selling a product.
Costing, or costs are sometimes referred to as Direct Costs, Cost of Goods Sold, Variable Costs in management reports.
It’s important to understand what are all the costs associated with a product or service, because you need to know that you’re making a reasonable margin i.e. the difference between sell price and cost price. A reasonable margin covers overheads and contributes to profit.
It’s sometimes considered that selling more volume i.e. more product or service will fix lack of profit and cash flow. Here’s an example of where this falls short:
Scenario 1
| Business with yearly sales | = $1,000,000 | |
| Costs | = $ 700,000 | (70%) |
| Overheads | = $ 300,000 | (30%) |
| Interest | = $ 10,000 | |
| Loss | = $ 10,000 |
Scenario 2
| If Sales grow to | = $ 1,300,000 | |
| Costs remain at 70% | = $ 910,000 | |
| Overheads remain at 30% | = $ 390,000 | |
| Interest | = $ 12,000 | |
| Loss | = $ 12,000 |
Why has the interest gone up? In the example of this business the debt collection days are running at just under 53 (recent national average per Dunn & Bradstreet) and it has an overdraft of $100,000. If we sell more and the debt collection days remain the same we will need to borrow, waiting for customers to pay more money i.e. an extra $29,000. The overheads would likely go up as you would have to spend more on advertising, sales etc. to achieve the extra sales.
Whereas if we could reduce the Costs in this business by 2% it would look like this:
Scenario 3
Thanks Phil,
You are absolutely right! A great way to work out what is going to give you the 'biggest benefit' is to do a rough estimate of how much value would be gained from each aspect of costing and get to work on the most valuable ones first. CFO On-Call advisors are all extremely experienced at helping business owners to work this out and assist with making the improvements.
Regards
Sue Hirst
CFO On-Call
www.CFOonCall.co.nz
I loved this article - but I'm an accountant. When I thought about the average business person reading this, I wondered if some might be a bit put off by all the details.
So if you're a bit daunted, I encourage you to break it down. Every single idea here is good - but there's a good chance that a few are key in affecting the profitability of your business. So pick one. Don't discard the rest. But work on implementing the one. And make sure once implemented you have a system to monitor it. Then pick another and work on it.
Of course some ideas are simpler to implement than others, so you might want to do them early - to have some gains under your belt. Of course if you can tackle the big ones first, you'll gain big benefits early.
Don't take it easy then and give up - keep improving so continuous improvement becomes a core aspect of your business.
Phil Astley
www.businessacademy.co.nz