1. By Ben Youn Copyright 2014 Quantum Business House WELCOME to QUANTUM BUSINESS HOUSE

2.  2 hours for each session  10 minutes tea time  Bathroom & Kitchen  Today’s Speaker  Please network each other  Future Plan - Business Forum - Networking Events - Business Mentoring Copyright 2014 Quantum Business House

3. 1. Setting up business structure (June 04) 2. Buying a business (June 11) 3. Business Planning (June 18) 4. Marketing (June 25) 5. Raising Finance (July 02) 6. Financial Management (July 09) 7. Tax system and compliance issues (July 16) 8. Risk management (July 23) 9. Financial Health Check (July 30) 10. Business Evaluation (August 06) Copyright 2014 Quantum Business House

4.  a process reviewing your business in general, and this includes inside and outside of the business. The general symptoms to look for are:  Customer / Supplier relationship  Internal checks including staff performance level, financials and policies  Whole business direction Copyright 2014 Quantum Business House

5.  Customer requests and orders get misplaced or not following through  Quotes and invoices contain errors or are not sent out  The word ‘sorry’ becomes a common part of the conversations with customers and suppliers  Invoices are not paid on time  Requests for credit references are rejected  Limited credit purchase or shortened credit terms  Reduction in the amount of contact you are receiving from customers and suppliers Copyright 2014 Quantum Business House

6.  Employee job satisfaction is low with increased sick-leave, late arrivals and early departure  Finger pointing culture  High staff turnover  Tight cashflow  Lower profitability in unit level and whole business level Copyright 2014 Quantum Business House

7.  What the business actually is vs. what you hoped it would be  Short term and long term future of the business  Understanding the economic and competitive environment Copyright 2014 Quantum Business House

8.  Rather than scratch the itch, take the time to understand why it is there.  Customer feedback and assessment about price, product / service range, service levels, communication and relationship management.  Take action on their (customer’s point of view) – customer value oriented.  The principle that the organisation and every position in it exists because what is required to be done takes more than one person to do it – organisational change. Copyright 2014 Quantum Business House

9.  Vitally important esp. difficult times.  Regular check of financial position.  Is my business viable?  Can we maintain our businesses for future growth?  15 Core Ratios  Have a good accountant as your business doctor Copyright 2014 Quantum Business House

10.  Collection of debts on time (discuss with debtors in early stage if you believe they are in risky position)  Maximise terms with major suppliers  Minimise stock level (Just In Time)  Sell Not-Really-Necessary Assets to secure some cash inflow.  Regular cashflow forecasting for both short- term and long term  Have a chat with your bankers for a loan if necessary Copyright 2014 Quantum Business House

11.  CFF provides information on future cash resources and how the cash will be applied to the business.  integral part of business planning that indicates additional funding requirements in advance so the business owners and managers can be prepared. Copyright 2014 Quantum Business House

12.  Working capital to total sales  Total current assets less total current liabilities / Total sales  indicates how much working capital per dollar of sales the business should be maintaining. The right percentage of the working capital per sales dollars vary business by business depending on the item price and inventory turnover level Copyright 2014 Quantum Business House

13.  Current Ratio  Total Current Assets / Total Current Liabilities  measures whether the business holds enough current assets to meet the debts level with a margin of safety, and the acceptable ratio is 2:1 generally though it varies depends on the industry. Copyright 2014 Quantum Business House

14.  Leverage (gearing) ratio  Total Liabilities / Total Equity × 100  the level of debt financing against equity to fund the assets of the business. Generally, the higher the ratio, the more difficult to get further finance. Copyright 2014 Quantum Business House

15.  A profitable business is a successful business.  Prepare regular financial statement to check your performance (what can be measured is more likely to be achieved).  Focus sales with highest sales margin.  Don’t discount unless you can achieve the same or better gross profit through increased volume.  Control costs.  Be flexible with your staffing. Copyright 2014 Quantum Business House

16.  Gross Profit Margin  Gross Profit / Net Sales * 100  The percentage of sales dollars remaining to pay overhead expenses after deducting cost of sales (Cost of Goods Sold).  This analysis will assist you assessing the efficiency of pricing, stock purchasing procedures and handling as well managed Copyright 2014 Quantum Business House

17.  Mark-Up  Gross Profit / Cost of Sales * 100  The percentage difference between the actual cost and the selling price. It is to ensure the business sells the products covering all the costs incurred with the sales Copyright 2014 Quantum Business House

18.  EBIT Margin  Net profit before interest and tax / Net Sales * 100  EBIT stands for Earnings Before Interest and Tax, and this measure can be useful when comparing against industry benchmark figures.  Interest and tax are excluded when comparing against benchmark as each business has different figures regardless of their business performance. Copyright 2014 Quantum Business House

19.  Net Profit Margin  Net Profit / Total Income * 100  Unlike EBIT margin, net profit margin includes interest and tax. This is useful figure when comparing with different periods within the business. Copyright 2014 Quantum Business House

20.  Break-Even Analysis  Overhead Expenses / 1- (cost of goods sold ÷ net sales)  How many sales dollars achieved before all the expenses are covered and actual profit begins  Useful to set sales targets for the business or for sales employees. Copyright 2014 Quantum Business House

21.  A business must ensure that it is efficiently utilising and controlling its assets and liabilities. The measures below can be used for this purpose. Copyright 2014 Quantum Business House

22.  Inventory Turnover  Cost of Goods Sold / Average stock held for the period  This indicates the number of times the stock in the business has turned over, and the lower the rate, the longer the stock is taking to turn over.  This brings issues about aged and / or over (excess) stock holdings for the business resulting liquidity issue. Copyright 2014 Quantum Business House

23.  Total stock on hand to total assets  Total stock on hand / Total assets * 100  This measures percentage of stock on hand included in the overall assets of the business.  If high rate of assets is tied up in inventory and the inventory turnover is relatively low, it could be a signal of inventory mismanagement. Copyright 2014 Quantum Business House

24.  Days Receivables  Total debtors × days in the period / Total credit sales of days in the period  This measure indicates how fast accounts from the credit sales are being collected.  Indications of slow paying customers and potential bad debts. Copyright 2014 Quantum Business House

25.  Days Payables  Total creditors × days in the period / The total cost of goods sold for the period  This shows how well account payables are being managed. If suppliers are being paid on average earlier than the trading terms, cashflow will be negatively impacted. The opposite case will be possible relationship damage with suppliers. Copyright 2014 Quantum Business House

26.  Total asset turnover  Net Sales / Total Assets  This measures the ability of a business to use its assets to generate sales.  The lower the total asset turnover ratio, the more sluggish the business sales are.  Each asset item should be separately reviewed to identify the problem areas. Copyright 2014 Quantum Business House

27.  Return on Assets (ROA)  Net profit before tax / Total assets * 100  This ratio indicates how efficiently profits are being generated from the assets employed in the business comparing with the benchmark ratios. Copyright 2014 Quantum Business House

28.  Return on Equity /Investment (ROI)  Net profit before tax / Total equity * 100  This could be the best indicator for business performance.  Indicates how well the business efforts transferred to business returns.  If ROI is lower than investment returns of others (such as bank term deposit), this raises the ultimate question for the investment itself. Copyright 2014 Quantum Business House

30.  Business Evaluation Copyright 2014 Quantum Business House