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Golf is a funny game. The premise is simple. Beginning at the tee, hit the ball into the cup at the other end of the fairway in as few shots as possible. Unlike baseball, the ball doesn’t move while you swing at it. Unlike basketball, people aren’t yelling and waving their arms while you concentrate. And, unlike football, no one is ready to do you bodily harm during your backswing. Yet, it is a very difficult game to play consistently well. (See the graphic at the end of this post.)
After decades of playing decent golf, I decided to entertain folly and contacted a local golf instructor to help me with my swing. At an epiphany moment during my lesson, this story came to mind:
Scenario:
A local business is experiencing cash flow problems. Profits are down, but the company is still in the black. According to the owner, they’ve never been busier, but the line of credit has nearly reached its limit. The owner calls on us for help.
Solution #1:
After reviewing the income statements, we determine that sales are indeed up by 10% over the previous year. Our analysis of the income statement shows that the company’s cost of materials has increased as a percentage of sales, causing the gross margin to slip by 3%. However, upon analyzing the company’s balance sheet, we find that accounts receivable are taking an average of 10 days longer to collect and that inventory has grown from 60 days of sales on hand to a current 90 days. The result is less profit, more cash tied up in assets, a higher debt load, and more interest expense.
Solution #2:
Discussions with the owner reveal that prices were cut by 5% to gain a bigger share of the marketplace. So, while sales are up by 10%, the volume of activity is actually up by 15%. The result is smaller margins on increased sales. As the company became more aggressive with its pricing, it also extended credit to customers with higher credit risks, leading to a longer collection period. Salesmen insisted on having inventory in stock for all sales. Slowly, but surely, inventory had grown by 50% over the previous year.
Now, what on earth could have brought this to mind while hacking 8-irons on the driving range?
As I hit ball after ball, the instructor would watch a few swings and stop me to make corrections to my posture, my alignment, my pivot, my hand position, the position of the ball. (My gosh! I thought I was a fairly decent player, but I felt like a basket case.) One thing, though, that he harped on for several minutes was that I was leaning forward during my backswing. He gave me several tips on how to keep my weight back, my posture straighter, etc., all in an attempt to keep me from leaning forward.
After standing there watching, he finally had an “Ah-Ha!” moment. He noticed that it was nearly impossible for me to keep my weight back because my left knee was bending forward instead of towards my right knee. That simple move caused my weight to fall forward. We made the correction and my swing began to improve.
This was the epiphany. Only by observing, asking questions, analyzing, and tweaking can we get to the root of the issue. Many situations present themselves with symptoms that need to be corrected, but we often treat the symptoms instead of looking for the root cause.
In my case, it was an incorrectly bent left knee. In the situation above, it was an aggressive sales strategy without proper guidelines and controls.
Stopping with the steps in Solution #1 may have led us to advise the owner to reduce inventory, find alternative suppliers, and send customers to collections. However, in short order things would have been right back where they started.
By asking more questions, watching how things were done, and analyzing financials with our SCOPE-It software tool, we were able to get to the root cause of the problem and make corrections that would have a lasting impact. With various team members from sales, operations, and finance assembled togethere, we were able to show the cash impact of the changes that had occurred. We then strategized with them how best to meet the customers’ needs, but to also minimize the cash requirements of carrying accounts receivable and inventory. Pricing strategies were examined and we were able to quantify the relationship between price decreases and customers gained. With everyone more aware of the financial impact and the effect on other departments, the group was able to form a working plan with specific implementation steps. They owned it.
I, too, have specific things I’m working on to develop a consistent swing. Now, if I could just get my putts to go in.
The Lakeside Lemonade stand at Pinecrest Lake has employed many business practices that are universal. What is it about selling lemonade that brings you back to the fundamentals? Even Donald Trump used the lemonade stand in 2004 as the very first test on the premier of The Apprentice.
As a business, it’s pretty easy to get started. There’s plenty of time during summer vacation, Mom provides the equipment and the inventory, and the location is generally in your front yard. A piece of paper quickly makes a sign and, voilà, you’re in business.
So, what makes Lakeside Lemonade stand out from the crowd? Here are 10 things I observed first-hand during my five-minute rest.
1) Be passionate – As I previously discussed, the owners showed passion about their business. With energy and enthusiasm, they took pride in what they had done and the opportunities that were ahead.
2) Location, location, location – The business was in a beautiful lakeside setting, in the heart of one of the most heavily-travelled parts of the trail. Another stand we had passed was set up in a more remote setting, up the hill from the lake. Needless to say, sales were not brisk.
3) Invest in your facilities – The business looked successful. Signs clearly displayed prices, ice was close at hand, a new cash box made handling money much more efficient, and the “Recycling” and “Compost” waste bins were clearly marked to show the customer how to keep things “green”.
4) Engage your customer – They were eager to engage people in conversation and lead customers into making more of a purchase than they probably intended.
5) Educate your customers – Nutritional information was clearly displayed for those who may have had concerns about what was in their Country Time Lemonade or Chips Ahoy cookies.
6) Listen to your customers – As a result of listening to their customers, Lakeside Lemonade had added cookies to their previous single offering of lemonade.
7) Provide an experience – Chairs and benches, complete with seat cushions, were available for hikers to take a brief rest while enjoying their refreshments. The enthusiastic banter from the owners welcomed each new customer and helped create buzz among people passing by. One customer even commented, “This time I brought my wallet with me.”
8) Give people options – Lemonade was available in two sizes, with or without ice. Cookies were priced at 25 cents each, but you got one free with the purchase of four.
9) Provide employee incentives – One of the business operators commented that he had just arrived 10 minutes ago from back east. To my comment that he had already been put to work, one of the owners responded, “Hey! I’m giving him part of the profits.”
10) Look for expansion opportunities – Just as these entrepreneurs had used customer feedback to add cookies to their product line, they were also enthusiastic enough to think there were more opportunities available (new products, new locations, etc.)
I’m sure there are other bits of business insight that you could take away from a visit to Lakeside Lemonade. I encourage you to stop by on your next visit to Pinecrest. But hurry, school starts in a few weeks and these business owners will be in recess.
It was a perfect day to get out of the sweltering valley heat. On a somewhat “typical for July” 102-degree day at home and the Sierras only an hour-and-a-half away, my wife and I decided to drive up to Pinecrest Lake for the day. At about 11:00, we decided to take the 4-mile hike around the lake. The weather was perfect, the lake was filled to the brim, and the river was rushing into the inlet. There were also several hundred other people who had the same idea as we did, so the trail was crowded with weekend warriors.
 Note the consumer information and the "free water for your dog". At about the 3-mile mark for us, we came across an oasis… Lakeside Lemonade. Oh, we had hiked past a lemonade stand earlier on our hike, but we weren’t compelled to stop. This stand was different, though, as three energetic entrepreneurs (Cal, Beth, and Carter) had set up, not just a lemonade stand, but a business. We pulled up a seat in the cushioned chairs they provided and soaked in the things that made this stand different.
These kids had put together a customer experience for the weary mountain trekker, so much so that they had created their own marketing buzz. As one family walked up, the father blurted out, “We’ve heard about you!” What entrepreneur doesn’t cherish hearing those words?
I took note of the business principles that had been employed in this operation. Of course, they had a desirable product in a great location. But, they had also employed creative pricing practices, customer care services, and consumer information. They had even “gone green” with their “Recycling” and “Compost” waste baskets.
Yet, even with all of these practices in place, one thing stood out that made their business very difficult to copy.
PASSION!
These entrepreneurs had an engaging energy that was fueled by their desire to make this business work, as evidenced by the tremendous pride they took in what they had accomplished. They told us how they had added cookies to their product offering as a response to customers’ suggestions last year. Their faces beamed when they showed us the cash box they had invested in with part of their profits.
To all business owners…!!!
Remember the passion you had for your business when you first started it? The pride you felt in your product or services to your customers? The enthusiasm you had when you went to work each day, if you could even call it work?
Do you still have it? If not, take a hike… around Pinecrest Lake, and get reenergized. Your business will thank you.
To Cal, Beth, and Carter… With your parents’ permission, I would love to add your picture to this article. They can email me at mfox@gccpas.net and we’ll work it out. I wish you all the best and congratulate you on a successful venture. I look forward to seeing what you have in store next year. Who knows, maybe a franchise on the other side of the lake?
With but the thinnest layer of protection, opposition set on maiming you swarms in at a pace that gives you only the briefest moment to make a decision. Your window of opportunity closes quickly as you must hit a target no more than one square foot while on the run.
No, you’re not Jack Bauer… You’re an NFL quarterback.
Somewhere along the line, I read about the progression a quarterback must make in transitioning from high school to college and, finally, to the NFL. In order to succeed, the quarterback must deal with changes in these four factors.
- The increased size of the players (and, it so happens, the level of injury threat),
- The speed of the game (imagine a 300-lb lineman who can close faster than a used-car salesman),
- The complexity of the offensive and defensive plans (who knew Stephen Hawking designed game plans), and finally
- The shrinking size of the target the quarterback must hit to complete a pass (high school – 5 feet, college – 3 feet, pros – 1 foot).
In recent discussions with business owners, these same factors have come to mind when talking about how business has changed with our shifting economy.
- The risk of being in business has definitely increased. Our local unemployment rate hovers near 20% and we are smack in the middle of the foreclosure capital of the country. Failed businesses line our main business districts.
- The rate of change is faster than ever. Technology advances open new opportunities (for both the business and its competitors), new products and services are constantly introduced, and banks have tightened their qualifications for small business financing. Owners must pay more attention to what’s going on around them if they want to succeed.
- The business and regulatory environment has become much more complex. Owners must wade through complex health insurance regulations, labor laws, safety and environmental standards, municipal codes and regulations.
- The margin of error continues to shrink. Owners who succeeded “in spite of themselves” must now know exactly where to look for increases in efficiencies, new market opportunities, cash management strategies, etc. They must pay attention to the details.
Over the past several months, we have had many opportunities to work with local business owners who have successfully weathered the toughest times and are now seeing opportunities open in front of them. From our position, we have noticed that successful business owners…
- stay informed.
- use their advisors wisely.
- pay attention to details.
- know which things are critically important and closely monitor that information.
- anticipate changes and plan for the future (both short-term and long-term).
- stay fiscally fit so they are healthy enough to weather the tough times and take advantage of opportunities that arise.
In short, they act like a pro.
As I’ve previously established, I’m a rabid baseball fan and have been for nearly half a century. (Oh, that hurt!) I love the pace of the game, the finesse skills of the athletes, and the strategy involved in pitch selection, positioning, player substitutions, etc. Don’t even get me started about the designated hitter rules.
I’ve always loved reading and analyzing baseball statistics. Each day when I open the newspaper (I’ve already established my age so, yes, I do read a newspaper), I’ll skim the front page to make sure that global annihilation is not imminent and then I’ll peruse the sports page, particularly, the box scores and stats leaders. Baseball is loaded with measurable statistics. At Bats, Runs, Hits, Runs Batted In, Home Runs, Strikeouts, Walks, Earned Runs, Innings Pitched. (In short hand, AB, R, H, RBI, HR, K, BB, ER, IP.) These measurements are then used to create other stats, such as Batting Average, On-Base Percentage, Slugging Percentage, Earned Run Average (ERA), Walks + Hits per Inning Pitched (WHIP), and on and on.
The obsession with statistics in baseball has led to an entire field known as sabermetrics, “the search for objective knowledge about baseball.” It is the quest for the holy grail when comparing players from different eras or different leagues (“Who was better, Willie Mays or Mickey Mantle?”) or to predict the future value of current players (“What is Pablo Sandoval’s future value based on his current production?”) Sabermetricians have even come up with new statistics, such as OPS (On-base + Slugging) and Runs Produced.
My interest in baseball stats comes from the same curiosity that drives me to look at business metrics. Every business has certain measurements or statistics that can be used to measure the performance of the company or individuals within the company. There are also measurements that can help predict the future profitability of the company. The key is to find the right metrics. Sabermetrics for business. It’s not quite the search for the holy grail, but it is critical to find the right mix of drivers.
You see, by identifying the business’ key performance indicators (KPIs), we can address several critical questions, similar to the Mays vs. Mantle question above. How does this period stack up against last period? What trends can we spot in revenue and expenses? How do we compare to the industry as a whole?
While these are interesting questions, KPIs can be even more useful as predictors of future outcomes. Just as baseball owners look at critical stats to see which areas need the most improvement, business owners need to know which KPIs to improve in order to give them a better chance of improving profits and cash flow.
We are fortunate to have several tools that allow us to analyze KPIs across multiple periods against industry averages and to use that analysis to predict and plan for future outcomes. Whether we’re looking to improve cash flow from operations, net profit before taxes, or debt-to-equity ratios, we can analyze a company’s performance to determine where to focus the business owner’s attention and to develop strategies to implement the necessary tactics.
My parents probably thought I was wasting my time reading the sports page so much. Little did they know I was building my professional tool chest.
“It’s designed to break your heart. The game begins in the spring, when everything is new again, and it blossoms in the summer, filling the afternoons and evenings, and then as soon as the chill rains comes, it stops, and leaves you to face the fall alone.”
A. Bartlett Giamatti, Former Commisioner of Major League Baseball
Ahhh, baseball. Every year about this time I have a brand new love affair with the game. They say, “Hope springs eternal,” and there couldn’t be a better case for that than the beginning of baseball season. Whether you’re a New York Yankees fan, jaded by the expectation of pennants year after year, or a long-time Chicago Cubs fan, still waiting to see your team in the Fall Classic, April brings the promise of hope that “This could be the year!”
As a San Francisco Giants fan for nearly 50 years, I have endured my share of heartaches over the decades.
The sixties, with a tremendous roster, but a string of 2nd place finishes. How could a team of Mays, McCovey, Cepeda, and Marichal not win one pennant?
The seventies… orange softball shirts and orange bills on the caps. ‘Nuf said.
The eighties… I’ll never get rid of the image of right-fielder Candy Maldonado sliding on his rump, successfully turning an out into a game winning triple for the Cardinals. Two years later, God personally stamped his seal on the Giants’ fate with a 6.9 earthquake in the middle of a four-game World Series sweep at the hands of the Oakland A’s.
In the nineties, things got interesting. They couldn’t win the pennant with 103 wins, they were swept in the playoffs by a wild-card team, and they lost a one-game playoff to the even-more-snake-bitten Chicago Cubs.
A new decade, a new millennium, even a new ballpark was needed. Alas, a 3-2 game lead in the World Series and a 5-0 lead in the 7th inning of Game 6 turned around  quickly as the Giants lost to a stupid Rally Monkey! Two years after that, yet another playoff loss to the Marlins.
Yet, here we are in 2010 and again I say, “This could be the year!” Even though 52 years have gone by since the Giants moved to San Francisco and they still haven’t won a World Series crown, I am excited about the prospect. I am re-energized by the fresh start, by the young new prospect who lit up AA in some town I only know as a Giants farm team, by the veteran whose glory days are behind him, but who will undoubtedly resurrect his career this year.
So, what is the connection to business or accounting? Is it that we have an opportunity to put the dismal year of 2009 behind us, throw off the bad news of the recession, and start 2010 feeling inspired that we have a chance to make a fresh start, that “This could be the year?”
No. I just love baseball.
 They give up pleasure, endure pain, practice at ungodly times of the day, all so they can be a little bit better than they were yesterday. There is no financial payoff, no medal, no crowd of followers. What is it, then, that keeps the non-elite Olympic athletes going, dedicating their lives to pursuing excellence in their particular sport, knowing they will never have a realistic chance to compete for a medal?
More at http://bit.ly/dtEKtC
 Mort For the last month, we have been feasting on our backyard citrus crop. Harvesting the abundant bounty got me to thinking about the ordeal I went through in early fall. I had the burdensome task of pruning five citrus trees, all in various states of disrepair. All of them had been pruned a year earlier, but in that short amount of time they had put on anywhere from three to five feet of new growth. The trees certainly appeared much larger than when they had last been pruned, but their shapes had lost that nice rounded “pure Florida orange juice” logo on the carton look. They more closely resembled a silhouette of Mort from the original Bazooka Joe comics.
What I was impressed with, though, other than the size and number of thorns on citrus trees, was the fact that, on all that new growth, there was no fruit to be found at all. Oh, there was plenty of fruit on the trees, but it was all on the old growth. Not only that, but the uncontrolled new growth made it much more difficult to get to the fruit. While the new growth was what everyone saw when looking at the trees, most of the fruit was concealed behind the façade of productive branches.
That got me thinking about businesses I have seen. Lots of growth, plenty of show, but no profit or cash to show for it.
- Has unproductive growth gotten out of hand in your business?
- Have you added new products, employees, and sales revenues only to see flat or declining profits?
- Are you busier than ever, but without an increase in cash flow to show for it?
- Is the productive core of your business being choked out by the new and greatest thing?
Perhaps it’s time to put on the gloves, the long-sleeved shirt, hat, and other protective gear, and get to pruning out the non-productive fluff. You’ll have a better-looking business, more production, and profits that are much easier to reach. Check out the “Seeing is Believing” blog to see how we can help.
As accountants, one of the hardest concepts we have to explain is the difference between cash and profit. (There’s also that whole Debit versus Credit thing but don’t get me started. ) I can’t tell you how many discussions have centered around the subject of cash. The discussion with a client can go in one of two directions: 1. “If I made this much money, why don’t I have any cash in the bank? ” or 2. ” I have cash in the bank, so why don’t those financial statements of yours show a profit?”
In the past, I have resorted to drawing on the financial statements, creating elaborate flow charts, building multi-tabbed excel spreadsheets, and one time I tried hand-puppets to make my point. But it’s just not a subject that makes sense to most people. The missing cash can usually be found hiding in the balance sheet as an investment in customer receivables, increased inventory, or additions to fixed assets. The ins and outs of the missing cash can be tracked on the statement of cash flows, but no one ever reads it. (Except fellow accountants and sometimes bankers who are looking for evidence that their loans will be repaid.)
Part of the problem in explaining this concept and many others is the language barrier between us as accountants and the language of normal people like our clients. We tend to think and speak in a linear, numerical fashion while most business owners think visually and speak conceptually. After many years spent wrestling with this issue. we have found a tool that lets us bridge the communication gap. It’s called $COPE It!. It’s a new iteration of similar products we have been using for a couple of years. The beauty of this tool is that you can bring in financial statements, convert them into pictures, and then make changes to your results. So now, rather than telling you that selling more products and services at the same margin (with other factors unchanged) will generate NOT more but LESS cash, I can change one number on the screen and show you the impact on your cash. I can also enter your targeted cash balance, and show you where to focus to achieve it.
After making one simple onscreen change to a set of numbers, I have had even marketing people proclaim that the blanket of confusion has been lifted from their eyes. Suddenly they understand why cash and profit are not the same thing. It really changes the dialogue when you’re doing business planning, negotiating loans, or evaluating new sales strategies.
But you really have to see it to believe it – just ask a member of our team to show you how it works.
Now let’s talk about Debits versus Credits…
I confess… I’m a geek.
“Confess?” you say, “You’re an accountant. We already knew you were a geek.”
Now, I like to think I hide it most of the time, but I have a passion for math problems, puzzles, and technology. So it’s good to know that there is now a TV show dedicated to people like me.
“Big Bang Theory” is about a group of friends who are physicists at Cal Tech, but they resonate with this accountant’s nerdy side. But, as a business consultant, I laughed my head off during a recent episode that featured process mapping as an instructional method for making friends.
Here’s the setup. Sheldon, the most anal-retentive of the bunch, decides that he needs to make friends with the guy who schedules access to a certain lab. He proceeds to research the art of making friends and ends up using a children’s book to create a flowchart (or process map) to follow during his phone call to the scheduler. While his friends are watching, he calls and follows the process step by step, smugly nodding as the discussion flows right along with his chart. As he reaches the final stage of setting up a common activity to share, the would-be friend declines several offers. Panic sets in for Sheldon until one of the friends in the room recognizes that he’s stuck in an infinite loop, changes the chart, and allows Sheldon to operate outside his predetermined plan.
Needless to say, in business things often don’t go as we planned. We set up a wonderful strategic plan, come up with the tactics to use, and, yes, when we’re firing on all cylinders, we even create a map detailing the process.
What happens, though, when either the situation changes or the “standard process” just isn’t all that great?
- Do people stick to the process or do they work around it?
- Do they tell anyone that they’ve gone around the process?
- Are they allowed to go around the standard process?
- Are they free to suggest changes or improvements?
- Does anyone listen to the suggestions?
- Ultimately, are improvements made to the process as needed?
Process mapping is a wonderful way to capture the current reality of how things are done and identify wastes, but it’s extremely important to have the honest input of those performing the tasks. Only when you know your current process can you create improvements that reduce waste, eliminate redundancies, and allow people the flexibility to provide maximum value to your customers.
Ask your people, let them be honest, and figure out how to improve what they do. Your customers (and closet geeks) will thank you for it.
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