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Table of Contents

Lead Story

Think technology and loyalty for the holidays

News

Industry Update

AmEx, the DOJ settlement holdout

PCI SSC's latest: P2PE guidelines

ALDI breach may highlight fraudster M.O.

Trade Association News

Features

Keeping merchants in the know

Selling Prepaid

Prepaid in brief

Prepaid profile: Prepaid Solutions Inc.

How regulations can help prepaid

Views

Interchange: Matching loyalties and realities

Patti Murphy
The Takoma Group

Does PayPal's new offering actually mean anything?

Ron Osborne
Salus-Novus Inc.

Education

Street SmartsSM:
Making VAR relationships work for you

Ken Musante
Eureka Payments LLC

Think before you send

Dale S. Laszig
Castles Technology Co. Ltd.

HIPAA and PCI: How do they compare?

Nicholas Cucci
Network Merchants Inc.

Budgeting: A crucial management skill - Part 2

Vicki M. Daughdrill
Small Business Resources LLC

Company Profile

TriSource Solutions LLC

New Products

Automated, but not ignored, billing

Information & Analytics Services
First Data Corp.

Inspiration

Opening doors through community service

Departments

Forum

Resource Guide

Datebook

A Bigger Thing

The Green Sheet Online Edition

October 25, 2010  •  Issue 10:10:02

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Budgeting: A crucial management skill - Part 2

By Vicki M. Daughdrill

Establishing a budget and adhering to it isn't easy, but it's the best way to make sure your money goes where you need it to go. As I mentioned in "Budgeting: A crucial management skill," The Green Sheet, Aug. 9, 2010, issue 10:08:01, creating an annual budget, like any management activity, requires time and effort.

However, if you invest the time to create a comprehensive and realistic budget, you can manage your business more easily and more effectively. Once completed, your budget can help you control your expenses so that you spend money in predetermined ways, generate sufficient income to cover your expenses and make a profit, and assure that you attain your business objectives.

It is important to create a realistic budget, one that you can follow. A budget is a flexible document that can be amended as needed; however, if you do a good job developing your budget using practical, down-to-earth figures and assumptions, amendments and adjustments will be few and far between. This article provides a step-by-step guide to assist you in creating your budget.

Gather information

Here is a list of information you will need to help you plan and organize your income and expenses for the coming year.

Set your direction

Think about the direction you want your company to take. Make a list of your values. Write down what is important to you and how you want to conduct business. Then prioritize items in order from most to least important. For example, is it more important to provide top quality service to your customers than it is to have the greatest possible number of sales?

Write down your goals

Consider what you want to accomplish financially, formulate your goals and write them down. Then determine the steps you will take to attain them. (For more information on setting goals, see "Dreams fulfilled: Six easy steps," by Jason Felts, The Green Sheet, Dec. 22, 2008, issue 08:12:02.)

Project your income

Identify your sources and levels of income from previous years. Evaluating the current economic climate, determine if projected sales for the coming year will likely remain flat, increase or even decrease. Be realistic. Remember, you want to project your income conservatively. Being overly optimistic can make your entire budget inaccurate almost immediately, and you will need to modify it to reflect actual income.

Evaluate your expenses

There are two types of expenses: fixed and variable. According to Wikipedia, "fixed costs are business expenses that are not dependent on the level of goods or services produced by the business and that do not change as a function of the activity of a business, within the relevant period. For example, a retailer must pay rent and utility bills irrespective of sales."

Examples of fixed costs include:

Wikipedia defines variable costs as "expenses that change in proportion to the activity of a business. Variable costs are sometimes called unit-level costs, as they vary with the number of units produced."

Examples of variable expenses include:

Remember, in budgeting expense items, it's better to overestimate than underestimate.

Assess your profitability

Once you've reviewed your income and expenses, determine if your projections will allow your company to make a profit. If you need additional profit, adjust your budget by both increasing revenue and decreasing expenses. The equation will not work unless you complete both activities. Here are some suggestions to help increase revenue:

Once you've adjusted your revenue figures (remembering to keep them realistic and conservative) look at your expenses. Begin with the fixed costs. Determine if there are ways you can reduce them. Here are some ways you may be able to slash fixed expenses:

Next, review your variable expenses. Since these expenses are directly related to the number of items you produce or sell, you have more control over them. For example, you can aggressively shop the prices of items you purchase for resale and negotiate a favorable pricing structure; if sales are lower than projected, you can eliminate part-time workers; or you can seek more efficient, less costly ways of shipping or delivering merchandise.

Create your budget

Once your evaluation and assessments are complete, draft your budget document. Numerous products exist to assist you with establishing a budget document, including:

Here are some final tips to keep in mind as you create your budget:

Good luck as you draft your budget for fiscal year 2011. It will be another challenging year for small businesses, but this important tool can help you realize your professional dreams.

Vicki M. Daughdrill is the Managing Member of Small Business Resources LLC, a management consulting company. E-mail her at vickid@netdoor.com or call her at 601-310-3594.

Notice to readers: These are archived articles. Contact names or information may be out of date. We regret any inconvenience.

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