Whilst there can be no argument that long-term, sustained profit has to be the goal of any commercial organisation, there is a growing realisation that if profit is the end, then we should spend more time examining the means whereby it is achieved. So many management boards begin their weekly meetings with a review of the financial position — in other words, before anything else is discussed revenues will be examined and costs detailed at some length. Ratios, production efficiencies — these are the currency by which the business is measured and therefore controlled. ..more
The Power of Networking
Posted by: eric on Thursday, 13th Mar, 2008
How many people really succeed?
There are no precise answers to this question and certainly not everyone becomes successful. Some drop-out must be expected from any downline. It would be a miracle if everyone who joined stayed. This would defy human nature!
Anyone starting in network marketing should realise that a large percentage of their downline will do little or nothing. Many will become inactive distributors (product users only). Many active distributors do not make much of an attempt at making a profit or making their business grow, and some drop out altogether.
However, by understanding what causes new distributors to drop out, you can minimise it in your network and ensure that your network becomes a success. Remember that not everyone in your network needs to become a superstar to make you successful. Even if most members of your network merely buy products for themselves and a few friends, you can have a hugely successful business. ..more
The Income Statement: The Bottom Line
Posted by: eric on Tuesday, 19th Feb, 2008
The income statement is the one we all tend to focus our attention on because it provides the proverbial “bottom line”— the company’s profit or loss. It’s usually done on a quarterly basis.
As you look at the basic income statement you’ll notice that it seems a lot like the cash flow statement. You start with your revenues less commissions. From that, you subtract direct labor (drafters and architects, for instance, for an architectural firm) and materials.
The result is a subtotal that gives you your gross profit or loss. (The percentage of gross profit to revenues can be a very useful number. It’s your gross margin and can help you compare yourself with others in your industry—it tells you immediately whether your labor or other costs are way out of line.) ..more
