Income Statement
ABC Clothing Inc.
Year 1
| Year 2
|
---|
Sales
| $1,000,000
| $1,500,000
|
Cost of Goods Sold
| -750,000
| -1,050,000
|
Gross Profit
| 250,000
| 450,000
|
Operating Expenses
| -200,000
| -275,000
|
Operating Profit
| 50,000
| 175,000
|
Other Income and Expenses
| 3,000
| 5,000
|
Net Profit Before Taxes
| 53,000
| 180,000
|
Income Taxes
| -15,900
| -54,000
|
Net Profit After Taxes
| $37,100
| $126,000
|
Schedule Of Operating Expenses
ABC Clothing Inc.
Year 1
| Year 2
|
---|
Advertising
| $5,000
| $15,000
|
Auto Expenses
| 3,000
| 7,500
|
Bank Charges
| 750
| 1,200
|
Depreciation
| 30,000
| 30,000
|
Dues & Subscriptions
| 500
| 750
|
Employee Benefits
| 5,000
| 10,000
|
Insurance
| 6,000
| 10,000
|
Interest
| 17,800
| 15,000
|
Office Expenses
| 2,500
| 4,000
|
Officers’ Salaries
| 40,000
| 60,000
|
Payroll Taxes
| 6,000
| 9,000
|
Professional Fees
| 4,000
| 7,500
|
Rent
| 24,000
| 24,000
|
Repairs & Maintenance
| 2,000
| 2,500
|
Salaries & Wages
| 40,000
| 60,000
|
Security
| 2,250
| 2,250
|
Supplies
| 2,000
| 3,000
|
Taxes & Licenses
| 1,000
| 1,500
|
Telephone
| 4,800
| 6,000
|
Utilities
| 2,400
| 2,400
|
Other
| 1,000
| 3,400
|
Total Operating Expenses
| $200,000
| $275,000
|
Balance Sheet
The balance sheet provides a snapshot of the business’s assets, liabilities and owner’s equity for a given time. Again, using an apparel manufacturer as an example, here are the key components of the balance sheet:
•
Current assets.
These are the assets in a business that can be converted to cash in one year or less. They include cash, stocks and other liquid investments, accounts receivable, inventory and prepaid expenses. For a clothing manufacturer, the inventory would include raw materials (yarn, thread, etc.), work-in-progress (started but not finished), and finished goods (shirts and pants ready to sell to customers). Accounts receivable represents the amount of money owed to the business by customers who have purchased on credit.
•
Fixed assets.
These are the tangible assets of a business that will not be converted to cash within a year during the normal course of operation. Fixed assets are for long-term use and include land, buildings, leasehold improvements, equipment, machinery and vehicles.
•
Intangible assets.
These are assets that you cannot touch or see but that have value. Intangible assets include franchise rights, goodwill, noncompete agreements, patents and many other items.
•
Other assets.
There are many assets that can be classified as other assets, and most business balance sheets have an “other assets” category as a catchall. Some of the most common other assets include cash value of life insurance, long-term investment property and compensation due from employees.
“Great companies are
built by people who
never stop thinking
about ways to improve
the business.”
—J. WILLARD MARRIOTT,
FOUNDER OF MARRIOTT
INTERNATIONAL INC.
•
Current liabilities.
These are the obligations of the business that are due within one year. Current liabilities include notes payable on lines of credit or other short-term loans, current maturities of long-term debt, accounts payable to trade creditors, accrued expenses and taxes (an accrual is an expense such as the payroll that is due to employees for hours worked but has not been paid), and amounts due to stockholders.
Balance Sheet
ABC Clothing Inc.
Year 1
| Year 2
|
---|
Assets:
|
---|
Current Assets:
|
Cash
| $10,000
| $20,000
|
Accounts Receivable
| 82,000
| 144,000
|
Inventory
| 185,000
| 230,000
|
Prepaid Expenses
| 5,000
| 5,000
|
Total Current Assets
| 282,000
| 399,000
|
Fixed Assets:
|
Land
| 0
| 0
|
Buildings
| 0
| 0
|
Equipment
| 150,000
| 120,000
|
Accumulated Depreciation
| -30,000
| -30,000
|
Total Fixed Assets
| 120,000
| 90,000
|
Intangible Assets
| 0
| 0
|
Other Assets
| 10,000
| 11,000
|
Total Assets
| $532,000
| $590,000
|
•
Long-term liabilities.
These are the obligations of the business that are not due for at least one year. Long-term liabilities typically consist of all bank debt or stockholder loans payable outside of the following 12-month period.
Balance Sheet
ABC Clothing Inc.
Year 1
| Year 2
|
Liabilities & Equity:
|
Current Liabilities:
|
Notes Payable—Short Term
| 60,000
| 42,400
|
Current Maturities of Long-Term Debt
| 30,000
| 30,000
|
Accounts Payable
| 82,000
| 86,000
|
Accrued Expenses
| 7,900
| 13,500
|
Taxes Payable
| 0
| 0
|
Stockholder Loans
| 0
| 0
|
Total Current Liabilities
| 179,900
| 171,900
|
Long-Term Liabilities
| 120,000
| 90,000
|
Total Liabilities
| $299,900
| $261,900
|
Owner’s Equity:
|
Common Stock
| 75,000
| 75,000
|
Paid-in-capital
| 0
| 0
|
Retained Earnings
| 37,100
| 163,100
|
Total Owner’s Equity
| 112,100
| 238,100
|
Total Liabilities & Equity
| $412,000
| $500,000
|
•
Owner’s equity.
This figure represents the total amount invested by the stockholders plus the accumulated profit of the business. Components include common stock, paid-in-capital (amounts invested not involving a stock purchase) and retained earnings (cumulative earnings since inception of the business less dividends paid to stockholders).
BY THE NUMBERS
A
ll new businesses should produce an annual year-end financial statement. This statement should be prepared by your CPA, who will offer you three basic choices of financial statement quality:
1.
Compilation
. This is the least expensive option. Here, the CPA takes management’s information and compiles it into the proper financial statement format.
2.
Review
. In addition to putting management’s information into the proper format, the CPA performs a limited review of the information.
3.
Audit
. This option is the most costly but offers the highest quality. Audited financial statements are prepared in accordance with generally accepted accounting principles and are the type preferred by most lenders and investors.
Cash-Flow Statement
The cash-flow statement is designed to convert the accrual basis of accounting used to prepare the income statement and balance sheet back to a cash basis. This may sound redundant, but it is necessary. The accrual basis of accounting generally is preferred for the income statement and balance sheet because it more accurately matches revenue sources to the expenses incurred generating those specific revenue sources. However, it also is important to analyze the actual level of cash flowing into and out of the business.
Like the income statement, the cash-flow statement measures financial activity over a period of time. The cash-flow statement also tracks the effects of changes in balance sheet accounts.
The cash-flow statement is one of the most useful financial management tools you will have to run your business. The cash-flow statement is divided into four categories:
BALANCE BOOSTERS
A
common problem for small-business owners is maintaining adequate cash-flow levels. And increasing sales is not always the answer. Here are some tips that enhance your bank balance regardless of whether or not sales are on the rise:
•
Practice good inventory management
. Don’t try to be all things to all people, particularly if you are a wholesaler or retailer. Keeping slow-moving inventory in stock “just in case” costs money.
•
Concentrate on higher margin items
. Focus your efforts on selling those items that generate the most profit rather than on the items that sell the fastest.
•
Take full advantage of trade terms
. Wait until the day a bill or an invoice is due to pay it. Your cash flow will be enhanced, and your valued supplier relationships will not be harmed because you will still be paying on time.
•
Shop for lower priced suppliers
. Before you get started, check with a number of different suppliers to see which one offers the best price and terms.
•
Control operating expenses better
. Utilities expenses can be lowered by minimizing the use of electricity and by adjusting the thermostat upward or downward a few degrees during the summer and winter months. Insurance and telephone service providers should be comparison-shopped on a regular basis. Keep a close eye on employee downtime and overtime. And shop for the best lease rates.
•
Extend bank loans on longer terms
. Many banks are more than willing to extend the term on a loan to businesses in search of cash-flow relief. For instance, by extending the term on a $20,000 loan (at 9 percent interest) from two years to three, a business realizes annual cash-flow enhancement of $3,336.
1.
Net cash flow from operating activities
. Operating activities are the daily internal activities of a business that either require cash or generate it. They include cash collections from customers; cash paid to suppliers and employees; cash paid for operating expenses, interest and taxes; and cash revenue from interest dividends.
2.
Net cash flow from investing activities
. Investing activities are discretionary investments made by management. These primarily consist of the purchase (or sale) of equipment.
3.
Net cash flow from financing activities
. Financing activities are those external sources and uses of cash that affect cash flow. These include sales of common stock, changes in short- or long-term loans and dividends paid.
4.
Net change in cash and marketable securities
. The results of the first three calculations are used to determine the total change in cash and marketable securities caused by fluctuations in operating, investing and financing cash flow. This number is then checked against the change in cash reflected on the balance sheet from period to period to verify that the calculation has been done correctly.
Cash-Flow Statement
ABC Clothing Inc.
Year 1
| Year 2
|
---|
Net Cash Flow From Operating Activities:
|
---|
Cash received from customers
| $918,000
| $1,438,000
|
Interest received
| 3,000
| 5,000
|
Cash paid to suppliers for inventory
| (853,000)
| (1,091,000)
|
Cash paid to employees
| (80,000)
| (120,000)
|
Cash paid for other operating expenses
| (69,300)
| (104,400)
|
Interest paid
| (17,800)
| (15,000)
|
Taxes paid
| (15,900)
| (54,000)
|
Net cash provided (used) by
|
operating activities
| ($115,000)
| $58,600
|
Year 1
| Year 2
|
---|
Net Cash Flow From Investing Activities:
|
---|
Additions to property, plant and equipment
| (150,000)
| 0
|
Increase/decrease in other assets
| (10,000)
| (1,000)
|
Other investing activities
| 0
| 0
|
Net cash provided (used) by investing activities
| ($160,000)
| ($1,000)
|
Net Cash Flow From Financing Activities:
|
---|
Sales of common stock
| 75,000
| 0
|
Increase (decrease) in short-term loans (includes current maturities of long-term debt)
| 90,000
| (17,600)
|
Additions to long-term loans
| 120,000
| 0
|
Reductions of long-term loans
| 0
| (30,000)
|
Dividends paid
| 0
| 0
|
Net cash provided (used) by financing activities
| $285,000
| ($47,600)
|
Net Increase (Decrease) In Cash
| $10,000
| $10,000
|