Download Accounting and Finance for Your Small Business by Steven M. Bragg, E. James Burton PDF

By Steven M. Bragg, E. James Burton

ISBN-10: 0471771562

ISBN-13: 9780471771562

Once more, Bragg has grew to become his discerning eye and ambitious skills on an issue and the implications are awesome. either these new to the company and the customary entrepreneur will profit drastically while he joins forces with E. James Burton to provide this amazing work.—Mary S. Schaeffer, Editorial Director debts Payable Now & Tomorrow"I use the ideas and practices present in [this booklet] throughout the yr. they're transparent, direct, and efficient-which, in flip, improves our corporation and our final analysis. i like to recommend [this booklet] to someone desirous to enhance their very own backside line."—D. R. Drum, CIO, CSO Engineering/Accounting, Dragon Moon Productions"Eminently available, this e-book is a must-read for the entrepreneur, either new and tested alike. Organizationally, the paintings flows easily and logically in a manner that's invaluable for the start-up in addition to the veteran wanting a refresher on particular facets of the small company accounting/financing photograph. i discovered rather priceless the wealthy resourcefulness that Messrs Burton and Bragg delivered to the desk in compiling the fundamental checklists for each achieveable nook of the entrepreneur's monetary realm from fraud prevention to financing thoughts. As a small company proprietor myself, i used to be good happy with the real-world suggestions and rapid 'useability' this booklet offers."—David Struthers, JDFacilitator/Trial Lawyer"This e-book is key for any small company proprietor, supervisor, or accountant's enterprise software package. This easy-to-read ebook distills advanced subject material into significant and comprehensible info and is a smart refresher direction for these deeply occupied with the accounting and fiscal issues of a small enterprise. The ebook comprises many examples that may be used instantly in day-by-day operations to enhance the standard of knowledge for greater choice making. The publication offers these serious about small enterprise the framework to regulate what they measure."—Jim Bologa, CFODaticon, Inc.

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Example text

As with any good planning tool, the operating plan and related budget points up the opportunity for capital expenditures or the need for tightening capital investments. Because sales predictions are the driving force behind budget numbers, you will plan sales forces, marketing objectives, advertising budgets, sales quotas, credit policies, and many other factors as parts of operational budgeting/planning. Finally, manpower planning and allocation can be computed from the production schedule and direct labor rates.

An examination must be made of the conditions under which data were collected and what is and is not contained in the data. • Historical data are relevant to what the firm is trying to predict. qxd 11/28/05 1:37 PM Page 19 Budgeting for Operations CHAPTER 1 conditions, historical data become more difficult to use in projecting the future. • The use of the data encourages performance that improves on the past performance. • The effects of inflation are properly considered. Further practical points in the use of historical data include: • Avoid using historical data more than 12 months old in periods of high inflation or deflation.

4. 5. 6. 7. 8. 44 consistently applied at whatever level of management you have established. Cost reduction programs may be a rich source of capital budgeting projects. Cost reduction programs generally carry with them less risk than any other form of project, because they have obvious cost justifications. Potential payback periods and returns on investments can be calculated readily because the programs are intended to improve the cost efficiency of existing projects. Such programs, if adopted, help make employees feel that they are a part of the decision-making process, because a large part of these proposals usually are generated from line employees.

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