Showing posts with label revenue. Show all posts
Showing posts with label revenue. Show all posts

Monday, April 13, 2009

Taxes (some interesting information)


By Paul Kedrosky · Sunday, April 12, 2009

As I grouchily finish up on taxes, some fascinating semi-historical tax tidbits from the NYT's estimable David Leonhardt:

What’s much less known is that those old confiscatory [tax] rates were not as sweeping as they sound. They applied to only the richest of the rich, because yesterday’s tax code, unlike today’s, had separate marginal tax rates for the truly wealthy and the merely affluent. For a married couple in 1960, for example, the 38 percent tax bracket started at $20,000, which is about $145,000 in today’s terms. The top bracket of 91 percent began at $400,000, which is the equivalent of nearly $3 million now. Some of the old brackets are truly stunning: in 1935, Franklin D. Roosevelt raised the top rate to 79 percent, from 63 percent, and raised the income level that qualified for that rate to $5 million (about $75 million today) from $1 million. As the economist Bruce Bartlett has noted, that 79 percent rate apparently applied to only one person in the entire country, John D. Rockefeller.

Today, by contrast, the very well off and the superwealthy are lumped together. The top bracket last year started at $357,700. Any income above that — whether it was the 400,000th dollar earned by a surgeon or the 40 millionth earned by a Wall Street titan — was taxed the same, at 35 percent. This change is especially striking, because there is so much more income at the top of the distribution now than there was in the past.Today a tax rate for the very top earners would apply to a far larger portion of the nation’s income than it would have years ago.




4.12.09: THE WAY WE LIVE NOW

Richly Undeserved

Published: April 10, 2009

This is not the easiest time to be rich. Not so long ago, the image of American wealth was a heroic one, embodied by figures like Bill Gates and Jack Welch. Today it tends toward the corrupt or at least the hapless: Bernie Madoff, the traders at A.I.G., the former Lehman Brothers chief executive mocked on Capitol Hill, the General Motorschief executive fired by the White House.

The economic problems of the wealthy have tracked pretty closely with their image problems.Stocks are way down, and the waning days of the 2009 tax season offer reason for one more headache: taxes on the rich won’t stay this low for very much longer. In 2011 the Bush tax cuts will expire, and President Obama plans to also close various loopholes. As Peter OrszagObama’s budget director, delicately says of the rich, “We are asking them to pitch in a bit more.” The current moment has the feel of an inflection point for the American wealthy, like the stock-market crash of 1929 or the election of Ronald Reagan in 1980.

But inflection points can be misleading. Even on the rare occasions when they occur, they often bring about less change than at first it seems. The mere fact of change is so startling that the magnitude of that change can become exaggerated. So it is with Obama’s approach to the wealthy, especially on taxes. His agenda is a bold one in many ways. Yet his tax code would still look more kindly on wealth than Nixon’s, Kennedy’s, Eisenhower’s or that of any other president from F.D.R. to Carter. And only part of the reason for this is widely understood.

It’s well known that tax rates on top incomes used to be far higher than they are today. The top marginal rate hovered around 90 percent in the 1940s, ’50s and early ’60s. Reagan ultimately reduced it to 28 percent, and it is now 35 percent. Obama would raise it to 39.6 percent, where it was under Bill Clinton.

What’s much less known is that those old confiscatory rates were not as sweeping as they sound. They applied to only the richest of the rich, because yesterday’s tax code, unlike today’s, had separate marginal tax rates for the truly wealthy and the merely affluent. For a married couple in 1960, for example, the 38 percent tax bracket started at $20,000, which is about $145,000 in today’s terms. The top bracket of 91 percent began at $400,000, which is the equivalent of nearly $3 million now. Some of the old brackets are truly stunning: in 1935, Franklin D. Roosevelt raised the top rate to 79 percent, from 63 percent, and raised the income level that qualified for that rate to $5 million (about $75 million today) from $1 million. As the economist Bruce Bartlett has noted, that 79 percent rate apparently applied to only one person in the entire country, John D. Rockefeller.

Today, by contrast, the very well off and the superwealthy are lumped together. The top bracket last year started at $357,700. Any income above that — whether it was the 400,000th dollar earned by a surgeon or the 40 millionth earned by a Wall Street titan — was taxed the same, at 35 percent. This change is especially striking, because there is so much more income at the top of the distribution now than there was in the past. Today a tax rate for the very top earners would apply to a far larger portion of the nation’s income than it would have years ago.

No one in the Obama administration or Congress has suggested taking rates back to their sky-high pre-Reagan levels. But a tax code that drew a sharper distinction between the upper middle class and the extremely wealthy, while keeping its top rate below, say, 50 percent, seems more conceivable. Last year, the House of Representatives passed a surtax on incomes above $1 million to pay for G.I. benefits. (It went nowhere in the Senate, where — relevantly or not — many members would be affected by such a tax.) Gene Sperling, now a top Treasury Department official, once raised a similar idea, to shore upSocial Security.

The argument against such increases is not insignificant. Conservative economists say that higher tax rates could damage the economy and ultimately be self-defeating, because they would give the rich an incentive to shift their pay into stock or other investments that are taxed less. And to some degree, such shifting would surely happen.

But one economic lesson of the last couple of decades is that these responses are fairly modest. An academic study of the Clinton tax increases found that they caused corporate executives to exercise some stock options earlier than they otherwise would have. But the increases had no noticeable long-term effect. The executives didn’t ask to be paid entirely in stock, and the economy boomed. Increasing taxes on the rich, in other words, has some unintended consequences, but it mainly has the intended ones: it raises revenue and reduces inequality. That study was written by Austan Goolsbee, a University of Chicagoprofessor who later became the first economic adviser to a Senate candidate named Barack Obama.

Given the opposition that some of Obama’s existing tax proposals have encountered, no grand new proposals are likely anytime soon. But there is a basic economic reality that will force taxes onto the agenda well beyond this year’s budget fight. The federal government simply isn’t raising enough money to pay for its obligations, Medicare being the biggest. Neither political party has yet come up with a plan to close the gap. Although a tax code that made finer distinctions would not close the gap all by itself, every dollar helps.

For 30 years, the debate over taxes has been shaped by a faith that a flatter code is always better. There is little reason to believe that and every reason to believe that tax brackets, as well as tax rates, should be part of the coming debate.

David Leonhardt is an economics columnist for The Times and a staff writer for the magazine.






Thursday, February 26, 2009

Understanding How Cash Flow Works



In its simplest form, cash flow is the movement of money in and out of your business. It could be described as the process in which your business uses cash to generate goods or services for the sale to your customers, collects the cash from the sales, and then completes this cycle all over again.

Inflows. Inflows are the movement of money into your cash flow. Inflows are most likely from the sale of your goods or services to your customers. If you extend credit to your customers and allow them to charge the sale of the goods or services to their account, then an inflow occurs as you collect on the customers' accounts. The proceeds from a bank loan is also a cash inflow.

Outflows. Outflows are the movement of money out of your business. Outflows are generally the result of paying expenses. If your business involves reselling goods, then your largest outflow is most likely to be for the purchase of retail inventory. A manufacturing business's largest outflows will mostly likely be for the purchases of raw materials and other components needed for the manufacturing of the final product. Purchasing fixed assets, paying back loans, and paying accounts payableare also cash outflows.

It is important to manage your cash flow because:

  • Smart cash flow management is vital to the health of your business. Hopefully, each time through the cycle, a little more money is put back into the cash flow cycle than flows out.
  • Our case study illustrates what can happen to your business if you don't carefully monitor your cash flow, and take corrective action when necessary.
  • Your profit is not the same as your cash flow. It's possible to show a healthy profit at the end of the year, and yet face a significant money squeeze at various points during the year.

What Is Cash Flow Management?

If you were able to do business in a perfect world, you'd probably like to have a cash inflow (a cash sale) occur every time you experience a cash outflow (pay an expense). But you know all too well that business takes place in the real world, and things just don't happen like that.

Instead, cash outflows and inflows occur at different times, and never actually occur together. More often than not, cash inflows lag behind your cash outflows, leaving your business short of money. Think of this money shortage as your cash flow gap. The cash flow gap represents an excessive outflow of cash that may not be covered by a cash inflow for weeks, months, or even years.

Managing your cash flow allows you to narrow or completely close your cash flow gap. It does this by examining the different items that affect the cash flow of your business. Examining your cash inflows and outflows, and looking at the different components that have a direct effect on your cash flow, allows you to answer the following questions:

  • How much cash does my business have?
  • How much cash does my business need to operate, and when is it needed?
  • Where does my business get its cash, and spend its cash?
  • How do my income and expenses affect the amount of cash I need to expand my business?

If you can answer these questions, you're managing your cash flow!

If you need any more convincing that cash flow management deserves your utmost attention, consider our case study illustrating what can happen if you have a cash flow gap.



Case Study: The Cash Flow Gap

This example shows how easily a cash flow gap can occur in a small business. A cash flow gap is a shortage of cash caused by the mismatching of cash outflows and cash inflows.

John makes custom furniture for professional decorators and furniture retail shops. In addition to himself, John has two other employees. John pays himself and his employees every other week (bi-weekly). When a customer places an order for a piece of furniture, John receives a 10 percent down payment of the total sales price. The customer is then billed for the remainder of the sale after the furniture is completed and delivered.

The total sales price of a recently ordered dining room set is $10,000. The material needed for this job is priced at $2,500 and will come from one supplier. This supplier offers a 2 percent discount if John pays for the supplies within 10 days after receiving them. John always takes advantage of early payment discounts.

The following graphic, illustrating the cash flow effects of the sale from start to finish, will help you identify John's cash flow gap. (Click on each of the blue or yellow bars to see a detailed explanation of business events affecting John's cash flow each week.)

Breaking down the sale of the dining room set, and tracing it step-by-step through the cash flow, identifies John's cash flow gap. In John's case, a cash flow gap starts on day 13 and continues to grow, reaching $4,450 just prior to collecting the customer's account. Although this example has been simplified, it's typical of the cash flow gap that occurs in many small businesses.

The cash flow gap creates the need for effective cash flow management. Effective cash flow management can help reduce the amount of time between John's cash inflows and cash outflows. This in turn, will help reduce or close John's cash flow gaps.


Profit vs. Cash Flow

A good way to learn respect for the concept of cash flow is to compare it to the idea of profit. As a business owner, you understand and strive to make a profit. If a retail business is able to buy a retail item for $1,000 and sell it for $2,000, then it has made a $1,000 profit. But what if the buyer of the retail item is slow to pay his or her bill, and six months pass before the bill is paid? Using accrual accounting, the retail business still shows a profit, but what about the bills it has to pay during the six months that pass? It will not have the cash to pay them, despite the profit earned on the sale.

As you can see, profit and cash flow are two entirely different concepts, each with entirely different results. The concept of profit is somewhat narrow, and only looks at income and expenses at a certain point in time. Cash flow, on the other hand, is more dynamic. It is concerned with the movement of money in and out of a business. More importantly, it is concerned with the time at which the movement of the money takes place. You might even say the concept of cash flow is more in line with reality! If you use the accrual accounting method, it is helpful to know how to convert your accrual profit to your cash flow profit.

To fully understand the difference, you need to become familiar with:















Monday, November 17, 2008

Selecting clients


Thoughts Comments

Did you realize that just as your clients select you, you should also select your clients? Its true and just like you may occasionally have a bad employee (a poor investment) so might you have a bad client (also a poor investment) whose relationship needs to be terminated.

Any relationship is an investment of your time, intellect, mental, spiritual and financial resources and just like any other investment you want it to grow and mature. Any investment starting out needs you to grow and nurture and pay special attention to it yet over time as they mature this relationship should grow into one that benefits both parties not just the client. In cases where the relationship remains excessively one sided, reverses, or become a drain to your resources then like any good broker you have to make a call as to whether the investment was a wise decision and in some cases it is not.

There are some tell tail signs you can look for when make your decision as to whether to do business with a person or a company

  • How do they speak of their other vendors?
  • How do they treat their employees?
  • What do their employees say about them?
  • Do they treat others as if they are beneath them?
  • How is their business organized?
  • How do they make business decision?
  • What sort of ethics do they use?
  • What does your gut tell you?

Fact is while it is more the exception then the rule some business just is not worth it or the price – taking a job for example that pays $140 when you cost if $200 does not make sense and this too is a factor. So you must also have a great working understanding of your business

  • What are your margins?
  • What is your rate?
  • What is your per job break even point?
  • How mature is your business?
  • What sort of reputation do you have?
  • Do you have the intellectual or financial capital and/or good will to perform the job?

Running a business is not for everyone especially the delusional or the faint of heart. You must know yourself well, understand your business and know what your strengths and weakness are – only when you have a high level working understanding of these things can you make educated business decisions.

With that in mind are you ready to manage your investments properly?

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