The essential strategy of a business ought to be a long-haul benefit, not simply income development. “Gainfulness is an estimation of productivity.” It eventually is the main factor in the achievement or disappointment of a business. “It is communicated as a family member, not a flat-out sum. The benefit is “the capacity of a business to create an arrival on speculation dependent on its assets in examination with an elective venture. Albeit an organization can understand a benefit, this doesn’t mean the organization is productive.”
More income from deals doesn’t generally mean more benefits. Income is just a piece of the story. Fewer costs rise to benefit. A business must keep its expenses as low as possible to ensure it is expanding its benefits. How would you augment benefits?
Not always. More sales mean more profits and don’t ensure more wealth. True wealth occurs when earnings can become cash flow. Some businesses are profitable but do not generate profits.
In this article, we discuss how to create a company structure that allows you to have profitable businesses that produce real wealth.
For many entrepreneurs, the growth of their companies is a function of sales. Sales could grow by 25%, but their earnings could have increased only 10%.
If you don’t have tight control of your figures, you can, without much of a stretch, locate that a business is selling a more significant amount of something for less by and large than it did already. It might sound straightforward. However, it’s astonishing that several organizations fall into this snare. You must survey your marketing projections continually and glance at the patterns to determine where your most beneficial zones are.
The actual growth of companies is measured in terms of profits, But if we want to measure the change in the wealth created by the company, we must estimate it based on the company’s cash flow.
Companies sell cash and credit. Sales to credit are converted into cash flow until they are required. In addition, you should consider “net sales,” that is, sales invoiced fewer returns, replacements, discounts, and bonuses. If you want to make it more accurate, you must discount those sales commissions by credit card, the commissions of the sellers, and the shipping costs, if any.
Regarding the profits shown in the Income Statement, one of the three financial statements every entrepreneur must receive monthly considers that “profit” is not cash flow. The profit shown in the Income Statement is the strict calculation of the profit based on the following criteria:
- Billed sales (not charged)
- Purchases were made to suppliers that entered inventories, but not all have been spent yet.
- The sales costs of sales invoiced, even if the products were manufactured or purchased months ago.
- Not all these purchases have been paid to suppliers yet.
- The wages of the month with all their social charges and legal benefits, although it will pay some of those expenses later. Social charges the following month, holidays, and bonuses (thirteenth month) several months later, etc.
- Other expenses correspond to that month, although they were paid months ago or in the future.
- The expenses are expenses, but they are not cash flow like the “depreciation expense.”
Understanding all this is of great importance for the employer because it allows you to measure, every month, the following:
- Growth in sales
- Profit growth
- Growth in cash flow
Of those three, the third metric is the one that measures proper business growth.
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