Suzanne Caplan - High Profit Financial Management for Your Small Business
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High Profit Financial Management for Your Small Business
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Designed to help start a business, build a strong foundation, keep a business vibrant and profitable or solve the problems associated with planning a successful exit from a small business venture. Softcover. DLC: Small business--Finance.
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High Profit Financial Management for Your Small Business
author
:
Caplan, Suzanne.
publisher
:
Kaplan Publishing
isbn10 | asin
:
1574101285
print isbn13
:
9781574101287
ebook isbn13
:
9780585162515
language
:
English
subject
Small business--Finance, Small business--Management.
publication date
:
1999
lcc
:
HG4027.7.C3635 1999eb
ddc
:
658.15/92
subject
:
Small business--Finance, Small business--Management.
Page i
High Profit Financial Management For Your Small Business
Suzanne Caplan
Page ii
This publication is designed to provide accurate and authoritative information in regard to the subject matter covered. It is sold with the understanding that the publisher is not engaged in rendering legal, accounting, or other professional service. If legal advice or other expert assistance is required, the services of a competent professional person should be sought.
Acquisitions Editor: Robin Nominelli Managing Editor: Jack Kiburz Project Editor: Trey Thoelcke Interior Design: Lucy Jenkins Cover Design: Scott Rattray, Rattray Design Typesetting: Elizabeth Pitts
1999 by Dearborn Financial Publishing, Inc.
Published by Dearborn A Kaplan Professional Company
All rights reserved. The text of this publication, or any part thereof, may not be reproduced in any manner whatsoever without written permission from the publisher.
Printed in the United States of America
99 00 01 10 9 8 7 6 5 4 3 2 1
Library of Congress Cataloging-in-Publication Data
Caplan, Suzanne. High profit financial management for your small business / Suzanne Caplan. p. cm. Includes index. ISBN 1-57410-128-5 1. Small businessFinance. 2. Small businessManagement. I. Title. HG4027.7.C3635 1999 658.15'92dc21 99-16668 CIP
Dearborn books are available at special quantity discounts to use as premiums and sales promotions, or for use in corporate training programs. For more information, please call the Special Sales Manager at 800-621-9621, ext. 4514, or write to Dearborn Financial Publishing, Inc., 155 North Wacker Drive, Chicago, IL 60606-1719.
Page iii
Dedication
To Mildred Caplan, my mother, who taught me the value of being practical.
Page v
Contents
Preface
vii
Acknowledgments
ix
Introduction
xi
1. Your Financial Toolbox
1
2. The Start-Up
25
3. Let the Venture Begin
51
4. The Art of Business
71
5. How Big Can You Grow?
101
6. Cash Cow or Dying Bovine?
129
7. Planning Your Exit StrategyTake the Money and Run
165
8. A Case Study
181
Glossary
193
Index
201
Page vii
Preface
There are vast numbers of business owners, operating companies with revenues in the millions, who don't have a clue about successful financial management. I know because I was one of them. I spent years running a manufacturing plant by instinct. I "sort of" knew my costs; I "kind of" knew what price the market would bear; and I tried to make those two produce a healthy bottom line. Some years I was very successful and some years not, and I was never quite sure why. If this describes your tenure as CEO, don't be embarrassed: you have plenty of company. I see your "twins" every day in my consulting practice and in my seminars.
You can change this weakness into a strength, however, without getting a degree in accountingI've never even taken a formal class in the subject. I had a mentormy banker, Tom Nunnally. Early in my business career, he taught me how to read a balance sheet and financial statement and how to do pro formas (samples) of these for my own business. I must admit that I was a slow learner. I was lucky that he was a patient teacher.
Now that I have mastered some of the financial skills, however, there is no doubt that I feel more in control of my environment. I certainly make more effective use of my accountant, now that I understand what he is saying. And I know where to look when
Page viii
I'm not satisfied with my results and where to go for profitable new business. Once I admitted my own financial naivt and corrected it, I was on the road to greater knowledge of how a business does and should worka valuable skill!
I have written this book in everyday English, not the financial jargon used by those often called the "bean counters." You should not only read it through but more important, keep it as a resource.
Knowledge is power: learn about what to do in many different financial circumstances and you will be prepared to make informed decisions. Some of the sections may not apply to you today, but they will describe situations you may face at some point in the life of your business. There is a beginning, a middle, and an end to all ventures.
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