What Does Break-Even Look Like?

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by Michael Iverson

In a recent article, I discussed the importance of knowing the fixed and variable costs of your business, as well as the break-even point. I’d like to revisit the topic using an illustration that I think you will find helpful. As the saying goes, “a picture’s worth a thousand words.”

Let’s review the particulars of the business mentioned in the previous article. For the year 2012, Acme Company had fixed costs of $2.9 million. The sales price of a unit of product was $112 and the variable costs were $44.70 per unit.

This Sales Table presents sales in 6,000-unit increments. The top line of the table shows no sales and fixed costs of $2.9 million, resulting in a loss of $2.9 million. Toward the middle of the table is 42,000 units sold, with a small loss of $96,000. The break-even point is $4.8 million of sales revenue, or 43,430 units at $112 sales price.

Actual sales for the year were 91,800 units with revenue of $10.2 million. As the table reveals, 90,000 units sold produces a profit of $3.1 million. However, Acme Company did even better.

Now, let’s look at the accompanying Break Even Analysis chart.

Dollar amounts on the vertical axis correspond to unit sales levels on the horizontal axis. The green line represents Fixed Costs of $2.9 million, which do not change with increases in unit sales. The red line represents Sales Revenues, which increase as unit sales increase—to the right along the horizontal axis. The blue line represents Total Costs.

The intersection of the red and blue lines is the break-even point. The area between the red and blue lines to the left of break-even represents losses; the area between the red and blue lines to the right of break-even represents profits. Acme Company generated sales in 2012 that put it well into the profit zone.

Between the table and the chart, you get a good sense of the dynamics between fixed costs, variable costs, and break-even. Understanding your monthly and annual break-even point is an important planning tool. It provides your team with a reference point of knowing when you are operating at a profit or a loss.

If you would like help in understanding your business’s break-even point, contact us.  We’re here to help!

Know the Real Flow of Money Through Your Business During a Year

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by Collette Parker

Did you know that almost half of businesses have their best-ever year right before they file for bankruptcy? They grow right out of business, and usually it’s not because of lack of sales – it’s poor management of cash.

“They may have had their best year on paper, but when you look at cash flow and working capital it’s going south real fast,” says Mike Iverson, CPA, and CEO of Trillium Financial.

The old adage is true: you can’t manage what you don’t measure. And even if sales are good, if you have vendors and employees asking for money – but customers who don’t have to pay for another 45 days – it’s a perfect storm for a cash crisis.

“Take the time to do a financial business plan every year,” Iverson says. Not 30 pages, but a simple two-pager with a financial forecast and a budget for 12 months. “That will give small businesses a leg up from those businesses who don’t write this out.”

Visuals help. It’s not enough to just go through a plan in your head. The process of examining your business closely enough to work out a model and a 12-month plan helps you to understand the flow of your business, including issues of seasonality. If you plan cash flow properly you can figure out how much money you can have in hand when you go into manufacturing season, and how much you’ll make in selling season.

“You can’t just set a $12 million goal, and divide the revenue figures by 12 for the year,” says Iverson.

12-Month Trailing Budget

One financial management tool that is useful in managing cash is a 12-month trailing budget versus actual. Once January closes, look at the last 12 months (including January) and chart the revenue. Then look at December and the 12 months prior. Are the numbers higher or lower? Look at the graph. Is it flattening out? Going down?

“Graphing a trailing 12-month is a simple visual tool,” says Iverson, “and can be used for both sales and expenses. If your management team sees a graph instead of a bunch of numbers, they can understand the concept. Hopefully you’re spotting a positive trend. Either way, you can understand what your cash trends are, and then have a budget that is detailed enough to plan.”

Three Key Elements of Budgeting

When planning the budget for healthy cash flow, be mindful of how much is invested in your working capital, and keep track of three key areas:

  1. Accounts Receivables – Unless you are a cash business, chances are you extend credit to your customers. If your terms are 30 days, your customers should pay you within 30 days, not longer. If you begin to see a trend where customers are waiting 45–60 days to pay, you will probably begin to see cash flow problems. Don’t be a free bank for your customers. Look at ways to reduce the time it takes customers to pay you: ask for advances from customers, or a down payment, installment, or some level of prepaid portion of the sale. If you’re in the situation where you really need the cash now, you can work with a factoring firm for receivables, or the bank for a loan.
  2. Accounts Payable – Have favorable credit terms and solid partnerships with your vendors. In this area, you want to hold on to your money as long as you can. But, if vendors offer early payment discounts and you can afford to take it, go ahead. Sometimes, even if you have to borrow the money to pay early, it might make sense to do so. If you can borrow money at eight percent and take a two percent discount for 10 days early (2% 10 net 30), you are effectively earning 36 percent over a year. (If you do that, make sure the borrowing doesn’t put you at risk for running out of cash and not being able to pay your other bills.)
  3. Inventory – Manage your inventory so that it doesn’t sit in a warehouse for too long. Once you’ve paid for the inventory, it should be sold and generate profit for you. Adjust your inventory for the seasonality of your industry so you’re never caught with too much.

An example of good management of these three factors would be to extend 30-day terms to customers, purchase inventory and turn it around in 15 days; and pay vendors in 30 days.

If you would like to discuss more creative ways to manage cash flow, contact us.  We’re glad to share our ideas!