From: Pro-Active Tax & Advisory Solutions, LLC [mark@pro-active-cpa.com]
Sent: Tuesday, February 02, 2010 8:50 AM
To: Mark Wyssbrod
Subject: News from Pro-Active Tax & Advisory Solutions, LLC
                     Proactive Updates
Volume 2 | Issue 2 February 2010
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Dear Mark,
 
 
I hope your new year has started out on the right foot.  Some new year's resolutions have already been challenged or broken similar to a lot of small business mindsets and plans being revised. 
 
The wave of optimism which built during the last few months of 2009 and was rolling at the beginning of 2010 is already being challenged with the latest economic information for 2010 and 2011.  The short-term provides an opportunity in which we must save our profits and rebuild our financial foundation. This month's issue of Proactive Updates can help you meet that goal.
 
 
Best of luck,
 
Mark Wyssbrod, CPA
 
Rebuilding Your Fiscal Foundation 
Six Actions To Strenghthen Your Bottom Line
foundation pillarsThis year has started out mentally optimistic for most small businesses, but the ground is still a little shaky.  The financial earth quake we have survived is making more individuals wanting to build their financial foundation on a rock.  Only a solid foundation can hold true during the next financial earth quake.  During the reprieve between shocks as revenues and profits stabilize and/or return business owners will need to use the funds to strengthen their foundations.  To strengthen your financial foundation you will need to have the right balance of profit growth and debt reduction.

What actions can you take to strengthen your financial foundation? 
 
1. Focus on revenue stabilization or growth.  Perhaps you need to try new marketing concepts?
a. Learn more about social media
b. Join a networking group
c. Become a member of your local chamber of commerce
2. Increase gross and net profit margins.  How can you become more efficient providing your service or product?
a. Request lower prices from vendors
b. Review process
1. Can you complete the same task in less time?
2. Can you try new materials to reduce costs?
c. Will new equipment save time and lower costs?
3. Build cash reserves
a. A result of stable and/or growing revenues combined with high margins should be more cash in your bank account
b. Try to build your current assets (cash, inventory and collectible accounts receivable) two times your current payables (accounts payable, sales tax payable, credit cards payable, payroll taxes payable and other short-term payables)
4. Reduce short-term liabilities.
a. Use the extra cash to pay down short-term payables.
i. Pay down smallest balances to have a sense of accomplishment
ii. Pay down highest interest rates to save on interest expense
iii. Find the right repayment schedule for your business
5. Increase capital
a. Instead of paying out bonuses and dividends to owners keep the profits inside the company
b. By retaining profits you should be able to build working capital to help fuel future growth or be a cushion during the next challenging economic period
6. Be mindful of tax consequences
a. Retaining profit and reducing debts may result in tax liabilities
b. Plan and prepare for these liabilities so the cash outflow is not taken by surprise
Interested in more?  If so, you can read the entire article "Rebuilding Your Fiscal Foundation".
Economic Alphabet Soup 
 The ABC's of 2010
profit soupThe most recent economic data continues to disappoint economists.  The only reason for positive Gross Domestic Product (GDP) growth is due to increased government spending.  This will neither be sustainable or in the long-term interest of our economy.  

 Meanwhile the government is painting a brighter 2010 than money managers.  The US Government is projecting the economy to grow in the 3% range where as most money managers estimate the economy will grow around 2%.  1% may not sound like a lot, but it could have dramatic effects on the business atmosphere.  It can affect the mental attitude of being optimistic versus being pessimistic.  A lower % in growth can have a business become more conservative versus more risk taking.  A result of being more financially conservative could be continued prolonged corporate spending.  

The alphabet has been used to describe the recession and recovery.  Will the pattern look like a "V", "W" or "L"?  It looks as if the corporate profits might recover like a "V" primarily due to cost cutting (i.e. they fired a lot of their employees resulting in high unemployment).  A challenge will be to grow revenue which appears as if it will be harder to accomplish than previously thought.  The economy is looking like a "V", but with it stalling ½ way up.  Will the economy flat line like an "L"?  Or perhaps look like a "W"?  It is important to remember that profits and economy are not exactly correlated to one another.

The unrest in healthcare reform will have a negative effect on business spending.  Any healthcare reform may take additional months due to the Democrats no longer having a filibuster majority in the Senate.  Business will continue to delay decisions due to not knowing what the rules will be.

Healthcare is not the only unknown.  Lending is also an unknown, especially for small business.  Banks continue to change the loan rules and qualifications on a regular basis.  Many small businesses have lost the use of their line of credit and/or have had loans called or not renewed.  Until financial institutions and business understand the lending environment debt financing will not be available.

The business environment continues to change and be challenging.  Although I believe 2010 is a year to play offense, defense is still a necessary component.

To become more prepared for this environment you may want to hire a business coach, part-time CFO or we provide business advisory services.
IRS Circular 230 disclosure:  To ensure compliance with requirements imposed by the IRS, we inform you that any U.S. federal tax advice contained in this communication (including any attachments) is not intended or written to be used, and cannot be used, for the purpose of (i) avoiding penalties under the Internal Revenue Code or (ii) promoting, marketing or recommending to another party any transaction or matter addressed herein
In This Issue
Rebuilding Your Fiscal Foundation
Economic Alphabet Soup
Debt Leverage Ratio
Financial Ratio of the Month - Debt Leverage Ratio

The Debt Leverage Ratio (DLR) measures a company's ability to repay debt based on yearly operating cash flow (EBITDA or Earnings Before Interest, Taxes Depreciation and Amortization).
 
DLR = Total Debt / EBITDA
 
A lower score is better!
Contact Information
 
11770 Haynes Bridge Road
Suite 205
PMB 362
Alpharetta, Georgia 30009
 
phone:
(770) 664-8583
 
fax:
(678) 762-9413
 
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Pro-Active Tax & Advisory Solutions, LLC | 11770 Haynes Bridge Road | Suite 205 PMB 362 | Alpharetta | GA | 30009