How the Tennessee - Alabama Game Proves that Management Failure is Business Failure

As I continued to cringe the auto updates I was receiving on my ESPN app on the Tennessee - Alabama football, I began to think about the many readings and experiences I've had in dealing with businesses that have gone out of business. Crazy to think that a college football game can inspire such thinking, but what can I say, Tennessee hurt me deep. 

In spite of hiring a new coach a little over a couple of years ago (Coach Jeremy Pruitt) from the SEC King himself, Nick Saban, there came a time of refreshing and hope. Hey, maybe we would live up to our legacy of being in the top tier of SEC football and no longer being bottom feeders... at least I thought. After watching yesterday's beating and thinking about the why and how business's fail, something became crystal clear to me. 

The Number One Cause of Management Failure in Business

One of my favorite books, The Business Doctor by Dr. Arnold Goldstein, talks a lot about what causes businesses to fail. To me, he's the goat on this topic. Going back to the TN-Ala game, I asked myself: is it the quality of players? is it the schemes and game plan? Heck, is it the mascots? It's easy to say it's the coach or the players, but I believe it goes deeper than these things. According to Dr. AG, the number one cause of management failure in a business is the failure to have the foresight to recognize the seeds of one's own destruction and to ultimately do something about them before it's too late!!! How does this relate to the game? Well, it goes all the way back to how we did Phil Fulmer in his last few seasons as head coach. Rather than help him into making a smooth transition by identifying a successor and allowing him to groom and mold him, we just dropped him like a bad habit. Because of this, we've been on the coaching merry go round and haven't even gotten close to experiencing true TN football. 

One of the glaring voids I've noticed with many small business owners is the lack of having a succession plan in place or even an emergency plan in case something terminal or at worst fatal happens to them. We get excited about starting and operating a business, but we hardly ever consider the possibility that we may not get the chance to see the business achieve the heights that we may have experienced in our dreams. Don't wait until it's too late... start with the end in mind. Plan for the end while at the beginning: are you envisioning a sale of the business or transferring the business to an heir? Do you have the proper commercial insurance packages in place especially key person life insurance? 

 

How to Avoid Chaos as a Small Business Owner

After watching the Lakers completely destroy the Heat in Game 1 of the NBA Finals, I was laying in bed before dozing off thinking about some of the small business owners that I've worked with in the past and how I could see that there were two very distinct types of owners: doers and thinkers. Very rarely have I encountered individuals that can both do and think at high levels. Let me clean this up a bit because I don't profess to be a high functioning doer AND thinker myself. You let my wife tell you, she'd say all I do is think and don't DO ENOUGH. And yes, I'd agree with her for the most part. 

Oddly, when we're coming up in age, the difference in being a doer and thinker impacts us in a sneaky way and before you know it, you're either labeled a doer or thinker but rarely both. In the arena of being a small business owner, you will often discover that you need to be both a doer and thinker or at least have the wherewithal to grow into these skill sets if you desire to have a business worth having.   

Action With A Purpose

While playing college basketball, my coach would often tell me to practice 'at game speed'. I was like, what do you mean, Coach? It wasn't until after my playing days were over (and after 2 ruptured patella tendons!!!) that I realized the deeper meaning of Coach's encouragement: don't just practice just to practice, practice with a purpose!!! In other words, I failed to realize at the time that I was practicing with the purpose of doing my role to help the team achieve our short and long term goals. It wasn't only about me and the improvement of my game only, but ultimately it was about the bigger picture. Again, I've observed over the last 20 years how the small business owners that worked with a purpose, with a bigger picture mindset, were the ones that not only survived, but thrived.

When you first get into running a business, you have no choice but to be a doer. Things have to get done and usually, you as the owner are the only person available to do them. As your business grows though you'll begin noticing that you have to start thinking things through before just jumping in to do them. This is when strategy and planning become important (asking yourself, why am I doing what I'm doing and to what end am I doing it?) and the charge of getting things done soon follows. 

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Fighting the Good Fight as a Small Business Owner

Last evening, I was looking up YouTube videos on "Top Business Ideas Post Pandemic" and I was able to find some great info... truly material content. I've had the privilege to work with small businesses in many industries over the last 20 years, and there's a certain kind of energy I get when working with small business owners to help improve and make their business better. Well, there's no shortage of helping small business owners during this pandemic because most are suffering in some way whether that's from a disruption in sales, the need for advice on financing, or maybe even being able to help provide some strategic consulting on both short and long term business plans. 

During this time, though, I've been intrigued by the small business owner's 'WHY"... in terms of starting and operating the business in the first place. I'm sure there're a lot of small business owners that have pondered this question over the last few months. I wanted to write a quick post to help those individuals that are thinking about jumping into the small business ownership arena either willingly or even for those that have been forced due to the pandemic. I hope this guide helps in making this choice a thoughtful yet actionable one. 

Know Your Why

First things first... you have to be clear on your "WHY". Before the pandemic, most of us were looking to jump into the small business ownership arena as an option rather than being the only choice you have to feeding your family, sustaining a certain way of life, or just plain ol' survival. In spite of these different reasons for starting a business, you still have to know your WHY. What do I mean? Simply, you must have a deeper purpose other than just saying I need more more or I want to buy a shiny, new toy such as a bigger home or luxury car. You have to tap into the deeper levels of yourself and implant a purpose that transcends both time such as operating a small business for not only the well being of my family, but for future generations once I'm worm food. Or maybe even founding a business to sustain the welfare of a family member or community that suffers from mental illness ailments that render these individuals unable to care for themselves and your business provides the resources necessary to take care of these individuals. Here's the lowdown: the purpose you have for starting an operating a small business has to be BIGGER THAN YOU!!!

Who Are You Serving? 

What will keep you going once you realize that running a small business is really hard and time consuming? Or what keeps you motivated to keep pushing when you have a string of bad sales days or maybe even weeks to the point that you don't get paid let alone having to worry about paying your employees? Or how about this one: you have to have a hard conversation with your spouse or partner about not being able to make the mortgage or car payment this month because you weren't able to close enough sales or maybe even had to refund an irate customer that threatened suit because your product or service delivery did not meet their expectations? What's keeps you going during this moments of absolute horror and shame as a small business owner? Quite simply, the customer, client, member, etc. Remember, you didn't get into business to serve yourself. Now, you may have came up with your product or service because of a personal dissatisfaction, but ultimately your small business exists to serve others and to serve them well. Thus, when you do encounter a day , week, month, or hell, maybe even a year like this, get outside of your own selfishness and remember who you're serving and to what end (hint here... it has to be more than just a transaction where you do just enough to get the customer's $$$). For more insight on the selflessness of business, check out an article I wrote CLICK HERE. 

What's the Solution? 

If you don't know, now you know... you are not only in business to serve others, but you do so in a way that helps to provide a solution to a problem that your client is having. Again, in watching the YouTube video the other night, it remembered me again that successful businesses are ones that provide relevant and actual solutions to problems that people are dealing with IN REAL LIFE!!! This ain't no game out here as if you needed reminding from how the pandemic as affected and impacted small business. Excuse my language here, but YOU BEST TO BE providing solutions and answers or you're going to get cancelled by the customer. Especially with the rise in artificial intelligence and automation, you may need to revisit the perceived and actual value that your product and / or service offering(s) provide to the client. Here's a lasting thought, your small business is only as good as the solutions / answers it provides to clients in terms of making their lives more fruitful, stress free, and overall more enjoyable. 

Hope you enjoyed this post. 

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How Small Business Owners Should Use a Profit and Loss Report - Gross Margins

Often you hear that one of the key ways that small business owners keep 'score' of their success is to observe how much cash reserve is generated. To a certain degree, I believe this to be true, but there's a pre-step though. How does one go about creating this cash reserve from business operations. Do we just close our eyes and hope that with each sale made we are able to earn a little profit to cover other operating expenses? If you like living on the edge and dancing around the fire, then by all means, please continue to operate your small business this way. However, if you're operating a small business in order to build a valuable asset, then you must become more calculated and focused in building and growing a cash reserve from business operations. How do you go about doing this, you ask? Glad you asked because that's the topic of today's post. Let's dig in.

I'm Making Sales, But I'm Not Making Any Money???

I've seen this scene far too many times while consulting small business owners. Sales are moderate to robust, but there's hardly no money in the bank in terms of a cash reserve. Why and how did this happen? We've been talking about the importance of learning how to use the profit and loss report to actively manage your small business to become more profitable and sustainable. The section we're talking about today is understanding and putting to use the information from the gross margin section of the profit and loss report. Let's get this idea of looking at this section of the report from a 'backwards perspective' out of our thinking. Here's what I mean. Don't make the mistake of waiting to receive this report a week or month too late because by then it's far too late to do anything about it. Instead, use projections rooted and derived from previous periods to develop a forecast of this section of the profit and loss report because the very existence of your small business depends on it.

Let's Hit the Bull's Eye!!!

Gross margins quite simply let you know if you're making money over and above the cost of sales for the products and / or services that your small business markets and sales. Of course, this assumes that you've done a decent job in understanding the cost of sales for your small business. What is it that makes the gross margin section so important, though? This section of the profit and loss report earns its weight in gold when you apply a minimum standard for achievement based on industry or market norms. Here's what I mean. You don't want to shoot in the dark for setting a minimum standard for gross margins because there's no significant basis to it other than your 'wishful thinking' For example, if you're operating a restaurant, you should know on average that overall gross margins should fall no lower than 50% to 60%. From here, you can continue to get specific with various product and service offerings to really discover the gross margins for each and every offering that your small business provides. Now here come's the magic. Once you've experienced a period of operations and have a pretty good set of data to generate projections (no less than a month factoring in seasonality, if it pertains to your industry) in combination to the minimum standards based on industry or market norms, you can gain a pretty solid picture of the cash reserves you'll be able to generate for up to a month or two. Here's the other key observation of conducting this type of gross margin analysis: you'll understand that you're in control (aside from the macro market factors that you or anybody can't control) of DRIVING THE ACTIVITIES that will manifest the increase in cash reserves by MONITORING GROSS MARGINS. Don't you see it now? By taking an active approach to managing and monitoring the gross margin section of the profit and loss report, you are able to drive both the sales and cost of sales sections with a eagle's eye approach. Remember, the devil is always in the details my friend.

I hope that this series on using a profit and loss report to help your small business become more profitable and sustainable has been more than helpful because we're pushing on to the next section, putting to use the information found in the operating expenses of the profit and loss report. Till then, stay tuned... 

How Small Business Owners Should Use a Profit and Loss Report - Cost of Sales

We Made A Sale... That's A Good Thing, Right? 

Yes... and no. In continuing our conversation on how small business owners should use the profit and loss report as a key tool for operating their business, we're talking about the cost of sales section today. Sometimes, this section of the report is called the Cost of Goods Sold. Not to get too technical with the accounting terms here, but there are several ways to value the cost of what a business sells. Here's the important take away for this section of the profit and loss report: are you making a profitable (and hopefully sustainable) margin on the products and / or services you are selling? How do you know if you are or not? Remember, business's live or die on margin. 

What's All This Talk About Margin? 

By now you ought to know it doesn't mean a whole lot just to make a sale. Don't get me wrong; selling is a vital foundation of building and growing a great business, but it doesn't mean a whole lot when you're selling at a loss. In order for the sale to mean something, it has to come at a profit meaning that it has to cover its own cost in addition to leaving a cushion or margin for covering other expenses, growing a reserve for reinvestment, or at least a modest return on the invested capital of the owner(s) and / or investors. For example, when consulting restaurants, I've noticed that food costs (which are the primary costs in operating a restaurant) are typically marked up by a certain amount depending on the section of the menu the food item is found. Here's the key difference between a restaurant that thrives and the one that dies: thriving restaurants know their margins intimately incorporating this knowledge into their advertising and marketing plans while dying ones only guess at it. This key in understanding and knowing margins applies to every business no matter the industry. If you don't know your margins, you're doomed to fail BIG!!!

So, How Do You I Use the Cost of Sales Section to Operate My Business More Efficiently 

Similar to the Sales section of the profit and loss report, you have to ask several questions when observing the detail of the cost of sales section. First, let's start with the total amount reported. It's not enough to know the total amount sold for the period whether it's a day, week, month, quarter, or year. You need to know specifically what products and / or services sold and from whom or where these products and / or services were purchased? Were they made internally or externally? At what degree were they made internally or externally? Were purchase discounts given or earned and if so, why and how? Maybe not available on this section of the profit and loss report, but you could investigate a little deeper and be aware of the methods or processes of how the business goes about purchasing the products and / or services it sells. Ultimately, whenever you're analyzing the cost of sales section of the profit and loss report, you are conducting a cost analysis to ensure the business isn't losing any unnecessary money from having loose controls and a lack of monitoring just because hey, we're making sales, right? 

For our next post, we'll talk about gross margins and why when used in comparison to previous periods and even budget plans, can become a great indicator of your small business's future profitability and sustainability. Stay tuned... 

How Small Business Owners Should Use a Profit and Loss Report

Work Smarter... Not Harder

During my time in consulting with small businesses, I've observed that many very rarely use the information available to them by way of a profit and loss report. Often, these owners are too busy looking after employees or contractors; taking care of clients or customers; or taking time to produce products and / or services for delivery. Often, they are working just to survive. It's the American Way, right? An honest day's work for an honest day's pay. I still believe there's some merit to this blue collar working philosophy, but it largely fails to help the small business owner progress in achieving the ultimate goal of sustainable profits and growing cash reserves that are unrestricted. What's the one management tool needed to help these small business owners achieve these profits that lead to robust cash reserves? It's putting to use the information available in the profit and loss report to operate the business in the most efficient and focused manner possible But, how does one go about doing this?

Nothing Happens Until a Sale is Made

In learning to put to use the profit and loss report, the most important piece of information available are the sales numbers. When looking at a profit and loss report, the sales numbers are listed first at the top of the report. The sales section of the report shows how much product and / or services has been sold over a certain period of time such as a day, week, month, quarter, or year in a dollar amount. Although this dollar figure is important, it doesn't help you unless you understand the activities that are driving this amount. The more detailed the sales section of the report, the better use to the small business owner it is. For example, for a weekly profit and loss report, it's not enough to just notice that I've sold $10,000 worth of products or services. I need to know how this happened such as what product and / or service sold and how much of what specific product or service sold? At what price point did these sales occur? When did these sales occur? How was payment received for these sales such as cash or credit? Were there discounts and other allowances made in order to motivate these sales? Were there any refunds given or returns made? 

As you can see, by having the proper level of detail from the sales section on the profit and loss report, you are able to see without seeing the activity that's driving sales in the business which is quite important because without sales there's no business. Also, by asking these questions about the sales section, you are able to concentrate your efforts on areas that need your attention such as investing time and resources in product and / or service development, restructuring pricing and offers based on customer's perceived value, increasing time and resources in marketing and advertising, hiring outside or inside sales help, looking for patterns or oddities especially when comparing to budgeted amounts, etc. Now, we're getting into the use of the profit and loss report as a real life management tool for operating the business and not just a do nothing report that's given to a banker or investor when money is needed or the tax authorities when you're audited or assessed a tax. 

Next post, we'll talk about the cost of sales section of the profit and loss report. Stay tuned... 

Why Profit and Loss Reports Are A Small Business Owners Best Tool In Running A Business

A little over six months ago, I attempted to record a webinar series called, 'Small Business Financial Literacy 101' and it was an epic fail. Don't get me wrong, I was rather encouraged that I had the wherewithal to discipline myself to screen record 3 videos and upload them to my LinkedIn page. Damn proud because I had been thinking about doing it for AT LEAST 2 YEARS. Yep... procrastination is a mother for sure. The reason I considered it an epic fail is that the response I expected did not happen.... and what response was that you ask? I wasn't looking to gain numerous likes or even shares; my aim was to connect to those small business owners that struggle to understand the operations of their business from a numbers perspective.

Seeing the Unseen

When I began working with small businesses in the early 2000's, I was trained in dealing with them from an accounting and financing book perspective. I hadn't operated a small business let alone help manage one. I only saw and understood small business from financial statements and annual reports. It wasn't until I got fired from my job at the bank in 2008 and began working for and consulting small businesses that I made the connection between numbers and real life activity. That's when I truly knew how valuable a small business financial reports are. Even if you're operating a small business with minimum staff (i.e. one or two people) and making less than $125,000 in sales per year, listen to me, you still need to utilize a profit and loss report, a balance sheet, and a cash flow statement. Getting by on just relying on bank statements especially when you're still using a personal checking account to run your business transactions through is a huge mistake from a planning, tax, and operations perspective. 

Do You Know Where You're Going and Do You Know Where You've Been?

This is the essence of having and using a profit and loss report to help in operating your small business. It helps you to make sense of where you've been and also provides guidance on how to get where you want to go. How, you ask? Profit and loss reports capture the important activities of your business in three buckets: Sales, Costs of Sales, and Operating Costs. In each one of these buckets, small business owners are given information that captures the essence of the business's activity over the last day, week, month, quarter, or year depending on the accounting system used. It's not just enough to be able to provide a profit and loss report to your bank or even the IRS when required, You need to learn to use the profit and loss report to help in managing and operating your small business to minimize the risk of failure and increase the chance of survival and profitability. 

Small Business Financial Literacy 101 - Sales

The Purpose for Staffing Models

In order to create the oppotunities for continued sales growth, profitability, and market penetration, small businesses need to create and implement a strategy for recruiting, training, and retaining key positions. The sad reality of many small businesses (firms employing 2 to 5 employees) is that the owner typically attempts to perform all of the duties needed to keep the business operational in addition to growing. Honestly, this is damn near impossible. Even with the advent and growth of online businesses, there still exists the need to employ others to aid in the business's growth and stability. It's quite true that 'no man (or woman) is an island". Until the business owner realizes, accepts, and implements an action plan to hire, train, and retain key personnel, the business will eventually hit a ceiling that can't be penetrated until personnel is added.

A sound staffing model gives the business owner a tactical plan to use in fulfill the positions needed to grow the business. It consists primarily of the following:

• Position Title and Purpose - gives clarity to the business owner of the why and how of the business in terms of the overall business model
• Brief Job Description - aids in the hiring and evaluation processes
• Required Tools and Materials to Perform the Work - aids in the optimal performance of the work planned
• Total Costs - helps the business owner gain an understanding of the projected costs (and returns) for employing the position. 

One of the best and easiest methods for developing a staffing model is to create an Organizational Chart. Simply, the owner sits down with a blank sheet of paper and plots out how the business worksk from time a lead for work is produced all the way to the end when the service and / or product is delivered to the client or end user. Also client or end user retention for recurring purchases is added into this planning process. Now that the owner has an schematic of how the business process, he or she can extract out the key components of the process and tie these to positions. Typically, these positions will come in the following categories: 

• Marketing and Sales (responsible for lead generation and customer acquistion | retention)
• Production (responsible for producing the product and / or service for distribution to clients or end users)
• Administration (responsible for keeping track of the numbers for Sales and Marketing and Production) for feedback and improvement purposes in addition to safeguarding the money earned and assets created and retained. 

In closing, it's also best to realize that staffing models change and grow as the business grows. The business owner and his or her team needs to always be in a mode of revision, updating, and improvement when it comes to staffing and personnel management. Remember, the most important assets in any business are the people tasked with ensuring the business survives and thrives on a daily basis. 

The Right Business Mind Set

As the first post on this blog about creating, comprehending, and presenting Business Financial Models, it's only right to set a solid foundation and talk about having the 'right mindset'. Too many times in listening to start up or even early stage business owners, you get the notion that no thought was given during the concept stage of the business to truly give direction and focus. Nothing pays off like having a well thought strategy to help you navigate tough times as the business expands and grows. I recommend to business owners that they have a balance between taking action and taking time to think and create an effective plan of action. At times I even have to remind myself that you can get sucked into the never-ending abyss of analysis and research. Don't get me wrong, there's nothing wrong with doing an appropriate amount of analysis and research, but not to the point where it begins to hinder and impede action. To help you find the proper balance between conducting research and taking action, use the following 3 steps to give you guidance. Also check out my other blog, jerichobizfinance.com, for more info:

Step One: Consider the Costs

There's nothing worse than moving forward in a business venture and you or your team did not count the costs of going into and operating a business. This applies to both part and full time ventures. Time is a valuable resource that we all have a restricted amount of. Think about it... there are only so many hours in a day and this even gets reduced due to getting an adequate amount of rest and investing of quality time with family and friends. So, when you make the decision to start or operate a business, you need to ask yourself, "How will I do a better job of managing my time?" or "What am I willing to sacrifice?" Trust me, you will either do one or both.

Step Two: Find another Motivation Other Than $$$

I confess that I've fallen victim to the 'easy money' syndrome when it comes to starting and operating a business. It's nothing like experiencing your full earning potential as a business owner or principal when there's a direct connection to your activity and the dollars you earn. There's a caveat though: never allow yourself to become captivated and sold out to the dollar. Remember the truth that in order to gain something, something else must be released. In other words, if (and I hope you don't) you make money your all consuming passion for being in business, you will lose BIG TIME in life especially if you have a family. Keep your business in its proper place and learn to manage it as opposed to it consuming and managing you.

Step Three: Become a Info Sponge

Again I confess that I was a late comer to the party on this one. I thought that since I achieved a graduate degree in business and knew how to read and interpret business financial reports that I was certified to become a business owner. NOT TRUE AT ALL!!!! Some of the best info sources of practical and valuable business advise comes from the oddest of places and people. What I'm saying here is that you must train your mind to become enlightened to soaking up 'solid' wisdom all the time, every day. Truly, a wealth of resources exist in various forms especially now with the proliferation of the internet and the emphasis on sharing and connectivity. Take advantage and explore. Seek advice from those that have gone before you and can give you sound guidance and advice. Thank GOD for Amazon and the local bookstore!!!