Really—not every day is a new sales record or winning contract? No new sales office or product placement? I hear you…me neither. Some of my most difficult days are my average days where everything is going along ho-hum—nothing special one way or the other. In fact, the droning of procedure and protocol reeks of boredom. Is all the risk with no guarantee of success really worth it?

I think so. The reason I started this consulting practice was so that every day would be a new day. Regardless of the meeting schedules and business deadlines, I love the idea of having the ability to meet new people and serving their business opportunities. These are only a few of the areas we serve.

- New business start-ups.
- Entity planning for taxes.
- Employee compensation and relations.
- Business valuation.
- Cash flow planning.
- Break-even profit studies.
- Financial analysis.

While these are only a few of the areas we serve, so often we are simply an ear to an idea. Call today and see what is new about our business today.

(Richard H. Veihl CPA, is an author and owner of Veihl Consulting Group, PC., a full-service accounting firm providing tax, accounting and business consulting services to small businesses. We welcome the opportunity to discuss your planning and business considerations. )

Veihl Consulting Group, P.C.
Certified Public Accountant
1416 S. Gratiot Avenue
Mount Clemens, Michigan 48043
(586) 468-6611

Purchasing. Instead of buying supplies all at once, buy similar quantities more frequently. Buy in bulk only if offered a significant price break.

Negotiate the best possible payment terms with vendors. Pay bills on time, but don’t pay early unless offered a discount for prompt payment. Passing up a discount can be costly. Know your vendors terms and work terms that are mutually advantageous.

Getting paid. To help speed up receipts, put the same concept to work by offering customers a discount for paying their invoices early. If that isn’t successful, charge an extra percentage on past-due invoices – and, send bills promptly. I personally know this can be very difficult – especially during busy seasons. Instead of waiting for a 30-day billing cycle, send invoices immediately after the goods and services are delivered. Consider switching perennially slow-paying customers to COD.

Managing inventory. Generate cash flow by getting rid of slow-moving inventory. Return the items where possible and come up with a plan to move the rest, even if it means marking down the items substantially. For new purchases, avoid overstocking by carefully planning the quantities that need to be kept on hand.

Trimming spending. Review operating expenses to make sure they are necessary. Look at ways to cut costs by shopping for better rates on insurance, telecommunications and other overhead items.

Controlling taxes. Take advantage of opportunities to reduce taxes by planning capital acquisitions or setting up tax-deferred retirement plans. Many of these year-end planning opportunities require timing considerations.

Forecasting and budgeting. Using reliable, up-to-date financial information, map out projected cash inflows and outflows. We can help to make standard practices of regularly monitoring Company cash flow’s.

(Richard H. Veihl CPA, is an author and owner of Veihl Consulting Group, PC., a full-service accounting firm providing tax, accounting and business consulting services to small businesses. We welcome the opportunity to discuss your planning and business considerations. )

Veihl Consulting Group, P.C.
Certified Public Accountant
1416 S. Gratiot Avenue
Mount Clemens, Michigan 48043
(586) 468-6611

Ratio Analysis looks at the realtionship between key numbers on a company’s financial statements. After the ratios are calculated, they can be compared to industry standards — and the company’s past results, projections, and goals — to highlight trends and identify strengths and weaknesses.

The hypothetical situations that follow illustrate how ratio analysis can give company decision-makers valuable feedback.

Rising Sales, Rising Profits?

The recent increases in Company A’s sales figures have been impressive. But the owners aren’t certain that the additional revenues are being translated into profits.  Net profit margin measures the proportion of each sales dollar that represents a profit after taking into account all expenses.  If Company A’s margins aren’t holding up during growth periods, a hard look at overhead expenses may be in order.

Getting Paid

Company B extends credit to the majority of its customers.  The firm keeps a close watch on outstanding accounts so that slow payers cab be contacted.  From a broader perspective, knowing the company’ average collection period would be useful. In general, the faster Company B can collect money from its customers, the better its cash flow will be.  But Company B’s management should also be aware that if credit and collection policies are to retrictive, potential customers may decide to take their business elsewhere.

Inventory Management

Company C has several product lines.  Inventory turnover measures the speed at which inventories are sold.  A slow turnover ratio relative to industry standards may indicate that stock levels are excessive.  The excess money tied up in inventories could be used for other purposes.  Or it could be that inventories simply aren’t moving, and that could lead to cash problems.  In contrast, a high turnover ratio is usually a good sign — unless quantities aren’t sufficient to fulfill customer orders in a timely way.

These are just examples of ratios that may be meaningful.  Once key ratios are identified, they can be tracked on a regular basis.

Veihl Consulting Group, P.C.
Certified Public Accountant
1416 S. Gratiot Avenue
Mount Clemens, Michigan 48043
(586) 468-6611