Page 400 - Business Principles and Management
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Chapter


                        Business Financial Records                                                                15



                        15.1       Types of Financial Records

                        15.2       Budgets and Budgeting

                        15.3       Financial Reports
                        15.4       Analyzing Financial Data







                        RE ALITY CHECK



                        Do I Need to Be an Accountant?

                            lark walked the two blocks from his paint store to the bank. He always
                            liked taking his deposits to the bank, although he knew that he should
                        C be doing the paperwork instead of depending on the tellers to handle it.
                           Clark’s business had had a lot of sales the previous week, and he felt
                        a bit uneasy carrying today’s large deposit. Although most of the deposit
                        wasn’t cash, he realized he needed a better way to keep track of receipts
                        and payments. As he walked into the bank, he recalled that his accountant
                        had told him last month he had to keep better daily and weekly records.
                           Clark greeted the teller. “Good morning, Monica. I’ve got a stack for you
                        today. Business has been good!”
                           Monica looked unhappy. “Clark, that stack will take me forever to com-
                        plete. Haven’t you gotten someone to help you with your bookkeeping?”
                           “Not really,” Clark replied, “but I’m thinking about it.”
                           Monica smiled. “You’ve been thinking about it for over a year. How do
                        you know from day to day what’s happening with your money? You must
                        be having some problems—last month you overdrew your account and now
                        you’re overdrawn again. My boss wants to see you right away.”
                           Clark knew he had to keep better records, but he thought nothing could
                        cloud his image of today’s big deposit. However, the bank manager, Jerri
                        Steen, was about to change his opinion. Clark was often uncomfortable
                        talking to bankers. They always talked about his financial standing, finan-
                        cial ratios, and the bottom line, most of which made little sense to him.
                           “Either your current assets are too low or your current liabilities are too
                        high,” Jerri said. “If you want us to continue your loan, you have to improve
                        your working capital. Your inventory turnover may be good, but you’re not
                        generating enough profit on your sales.”
                           “I’m going to have to take an accounting course,” Clark thought to him-
                        self. “It seems Jerri and my accountant talk to me in a foreign language, and
                        I’ve got to learn what they mean. That bank loan is just too important.”







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