Bookkeeping and Accounting Basics 
Entrepreneurship: To go with Chapter 12
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Accounting Method
Cash - report income received, deduct expenses as you pay them
Used by service and construction
Accrual - report income when earned, deduct expenses when incurred
Used by manufacturers and retail stores
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Good Records:
Monitor your business’s progress Prepare your financial statements Identify whether receipts apply to taxable or nontaxable income Support the income, expenses, and credits you report in your tax returns
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Supporting Documents
Gross Receipts
Income
Purchases
Items you buy
Expenses
Costs you incur
Employment taxes Immigration and nationalization I-9 Forms Assets
Things you own
Special expenses
Travel, gifts, transportation, etc.
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Assets
When and how acquired Purchase price Improvement costs Depreciation Deductions How used Selling price Sales expenses
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The Accounting Equation
Assets = Liabilities + Owner’s Equity Assets - anything that is owned Liabilities - anything that is owed Owner’s Equity - financial rights to the assets of a business
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Accounting Forms
Pro Forma Financial Statements The Income Statement The Balance Sheet The Cash Flow Statement Budgets and Projections
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Pro Forma Financial Statements
Projected statistical reports Used to illustrate expected financial status of business in the future
Information can be obtained from:
Robert Morris Associates (RMA Annual Statement Studies) Dun & Bradstreet (several different publications) Prentice-Hall (Troy’s Almanac of Business and Industrial Ratios)
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Pro Forma Income & Expenses
Sales Revenues Cost of Goods Sold
Materials, Labor, Overhead
Gross Margin Operating Expenses
Selling (salaries, advertising), Research and Development, Depreciation
Income (Loss) from Operations
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Potential Problems: Pro Forma Income Statements
Estimate of sales revenue is critical
Prepare two different statements
Averages are not very encouraging in many cases
Determine why your business will be different from the average
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Pro Forma Balance Sheets
Try using averages derived from a number of similar businesses Remember that actual numbers will vary, sometimes drastically, from averages
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Pro Forma Balance Sheet
Assets
Current Assets Fixed Assets
Liabilities
Current Liabilities Long-Term Liabilities
Equity
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Pro Forma Cash Flow
Beginning Cash Balance Receipts Cash Disbursements
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Pro Formas = Excellent Tools
Estimate capital to start and run firm for first 3 to 6 months Income Statement Balance Sheet
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Budgeting
Two primary purposes: To help project when the firm can be profitable To help determine the cash flow expected from the operations of the firm
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Profit Plan
Detailed list of expected sales revenue and expenses over the planning period Planning period Designed to set profit goals and steps to reach those goals List all production expenses Determine which expenses needed to generate desired level of sales
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Estimated Budget
Objective: to increase the net income figure by examining each expenditure First, examine each item (operations, salaries, rent, advertising, interest, etc.) Make budget revisions to reflect changes Plan for the cash needs of the firm
When, and for what, will cash be needed?
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Budget Process
Consider all the expenses your firm will incur in the first few months of operation Cash flow - difference between cash receipts and cash payments
If this is negative, then additional funds must be acquired
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Asset Requirements
Tangible items required to produce sales Percentage-of-Sales Method
Assumes that asset requirements grow in proportion to the growth in sales Problems
All assets do NOT increase proportionately with sales Fixed assets tend to increase as capacity is reached by a major addition to equip/plant
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Break-Even Analysis
Determination of the number of units sold, or dollar volume of sales, that must be generated before the firm covers all its operating costs (or……Breaks Even!)
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Break-Even Analysis:
Contribution margin = revenue - variable costs Fixed costs Variable costs Semivariable costs
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Fixed Costs
Direct materials and supplies Direct labor Overhead cost Indirect costs
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Variable Costs
Expenses which vary directly with changes in sales levels Variable expenses are sales driven
Do not depend on past management decisions
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Semivariable Costs
Cannot be identified as either fixed or variable Arbitrary decision made to allocate amounts to fixed and how much to variable
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