A new year is traditionally seen as a time to make resolutions for change in your life.
It therefore seems fitting that the beginning of the new financial year is a good time to make resolutions about the shape of your business. Here are some of my top tips for good financial health.
Conceptually, every business is the same. They use capital to produce a profit.
In our “pot” we usually put equity capital (money belonging to the owner and reinvested profits) and debt funding (obtained from the bank, leases, HPs, etc). These are the inputs of the business. Out the bottom of the “pot” drops sales, less expenses to leave a profit. These are the outputs of the business.
The key is to maximise outputs and minimise inputs.
You can get a return of 4% in 10 year, risk-free government bonds, while on a broad portfolio of publicly traded blue chip stocks you should expect a long-term average of around 12%. Therefore, you should generally expect a higher rate of return for your business, which is not publicly traded (i.e. easily sold) and usually in one industry, not a broad portfolio of companies.
Is your business volume/sales driven? Is it margin driven? Is working capital a key driver or are you in a capital intensive industry with large investment in plant and equipment?
It’s no use selling more if it is at the expense of margin and you end up making less profit. Either way, you need to know in what area changes will give you more “bang for buck”.
Some business owners think their panacea can be achieved by simply increasing prices or increasing sales.
But based on my experiences, small achievable changes made to a handful of areas can have a multiplied effect on return on capital employed (ROCE). Focus on the key driver for your business (Tip 3) but also look at other areas including working capital management, under-utilised assets and margin.
Once you’ve decided on the minimum rate of return you want from your business (Tip 2), do the necessary financial modelling so that you know what needs to change (Tips 3 and 4) in order for you to achieve your desired return.
Finally, profit is opinion but cash is fact. You can still make a profit but have no (or negative) cash flow. This is because management decisions and accounting policies have an impact on how profit is reported.
Assumptions are also made regarding depreciation rates for plant and equipment and these also impact on profit. Businesses are also growing, which means more and more cash is chewed up in more and more stock, debtors and plant. Many fast-growing businesses have gone broke through lack of cash flow.
As an adviser to family and privately owned businesses, I have business clients of various sizes. Some are large, high growth businesses with hundreds of employees and multiple offices. Others are what might be considered ‘small’ (e.g. sales of up to say $5m), but similar issues are shared by all of these businesses.
Grant Field is the chairman of accounting firm MGI.
