business finance – Page 11 – Cooper Mann Consulting

July 16, 2014April 20, 2017

Accounting for Point of Sale

There are a lot of solutions available to help retail businesses get business done. From touch screen technology to mobile credit card and payment processing, retailers have many choices when it comes to selecting the right technology for the establishment. But even the best point of sale system can lack the critical element that makes it truly valuable for the business. This critical element is integration to a trusted accounting and finance solution. While the POS system may include a level of basic accounting functionality, the reality is that a dedicated financial application will perform better in the long run.

Just as specialized line of business applications are used to handle operational functions, the financial application should be considered to be the “line of business” solution for the accounting and finance department (even if it is a department of one). This system not only services essential processes like receivables management, bill payments and bank account reconciliation, it serves as the basis for payroll, financial, tax, performance and other reporting. Further, the financial systems are often the first and primary source of analytical data, illuminating KPIs and cash flows and ultimately the business value.

The point of sale application generally handles the selling of and payment processing for goods and services sold by the business. Whether it is composed of registers and terminals connected to a host system, PCs running POS software, or mobile phones and tablets running mobile payment processing apps like Square or GoPayment, point of sale addresses the retailers need to capture and record sales and payment information, sometimes customer information, and often inventory information.

The data from the POS solution must make it to accounting in some manner, yet point of sale applications are too-often approached as a standalone business requirement, somehow disconnected from other aspects of the business including the back-office. Sales and items may be recorded in the POS system, yet only summary sales data ends up being re-keyed into the accounting system. Centralized inventory management is all but nonexistent in these cases, and gross sales total are often recorded rather than individual transactions and receipts being transmitted to the accounting system. The process of re-keying information from the POS to accounting systems is not only an efficiency-killer, it is also introduces a great potential for errors. When the business elects to conserve on data entry and post only summary information to the accounting system, valuable detailed sales and transaction data may be lost.

The right approach to bringing point of sale together with accounting is to automate the process of integrating POS data with accounting on a regular basis – with AUTOMATION being the key. Rather than establishing a process that requires manual entry of information from either system, a data integration solution is the best approach, with an import/export solution running second. The point is the elimination of manual re-entry of information.

There are numerous tools available that can take formatted POS data and import it into products like QuickBooks, for example, where it can be properly accounted for. While QuickBooks Point of Sale integrates with QuickBooks desktop products, other POS solutions can also connect with QuickBooks if the right integration tool is selected, and there are quite a few available. Check with the POS vendor and ask about a direct integration with QuickBooks desktop or whatever financial system you use. If there isn’t a packaged integration solution available, then check out products like Transaction Pro Importer, which can automate a variety of data import processes and ease the burdens moving external data into QuickBooks. pointofsale

The other factor in getting point of sale data to accounting is actually getting it there… transporting the data from the POS location to where the accounting system lives. In many situations it is not desirable to keep the accounting system on the same computers as the point of sale systems, and in some cases it isn’t even possible. But there is generally a way to get the information in a form that makes it possible to transmit it in some manner. Among the most popular approaches to solving the “getting the POS data from here to there” problem is to use a data sync solution like Dropbox.

If the point of sale data can be exported or output to a file on a PC hard drive, then it may be able to be stored in a Dropbox folder on that PC. At the home office where the accounting system resides, the operator would access the sync’d files from the local PC Dropbox folder and import the data to QuickBooks. For QuickBooks Point of Sale there is an option to create a “mailbag” of sorts from the POS data of a remote store, which QuickBooks POS at the home office would pick up from the Dropbox folder and push to the QuickBooks financial application.

For businesses using POS systems like Micros or POSitouch and others, there is likely a service or application that will produce the POS data for import to QuickBooks or other financial system, pulling POS data files placed in the Dropbox folders by the POS app or performing the function as a web service or SaaS integration.

While I am a big fan of application hosting services and running QuickBooks desktop editions in the cloud, I’m also a realist and recognize that many POS solutions either can’t or shouldn’t be hosted. There are situations where a hosted point-of-sale makes a lot of sense, and then there are cases where no bandwidth or proprietary hardware-based solutions make hosting not even an option. That doesn’t mean that the financial systems shouldn’t be hosted, though, and there are numerous ways to get the sync’d POS exports to the hosted QuickBooks environment, for example.

The key for retailers is to make sure there is a solid process for getting detailed and accurate POS information into the accounting system on a regular basis. Manual entry is never the best answer. With all of the technology and tools available, manually re-entering sales information is a waste of time and is likely to produce errors. The better answer is to use an approach that automates the regular collection of point-of-sale data from all sources, delivering the data in a regular and consistent manner to accounting, and providing the basis for end-to-end automation supporting the integration of the point of sale system data with the rest of the business accounting.

jmbunnyfeet Make Sense?

June 24, 2014November 29, 2017

Justifying the IT Budget: the Cost of Not Spending

“Competitive and ever-increasingly sophisticated in the marketplace”[1] describes a company positioned for long term business survival. Complacency takes the business nowhere but into irrelevance-land, which I think we can all agree is not where most business owners wish to end up… it makes selling the company slightly more challenging. Even in markets which were once firmly held to be localized are now open to new – and new kinds of – competitors, due in most part to advancements the development of information technology (IT) as well as how it is applied. These days, competition is globally facilitated rather than locally, and it’s becoming the standard approach. Welcome to the cloud.

New paradigms in IT capability and use are spawning huge shifts in what were broadly recognized normal or traditional business approaches. This realization has created the need for businesses to radically change their view of IT investment and the value of IT within the organization and operation. Yet IT is rarely an area which gains a strategic focus for investment within most businesses, and is frequently considered to be like a pencil or a particular chair… something the business needs but which has little impact on the company’s ability to compete better. Au Contraire, Mon Frère: Information technology is at the heart of business competitiveness, but justifying the desired investment is the great challenge. Maybe it’s because the focus is always on the great benefits to be achieved with the spend, rather than looking realistically at the impact of not doing it well or at all. Especially with information technology, there is a large potential cost to be paid for not spending adequately.

While business operations are sustained through IT involvement, economic pressures continue to weigh down business interest in funding IT operations. (which is weird, as there is a lot of evidence that the good bet is on those who do just the opposite). This regular spending reduction and cost control plan has good intentions of reducing the overall cost of business operations. The unfortunate reality is that operations are less efficiently sustained and are even more frequently unable to create or manage any level of growth. Reducing all IT spending is only useful when profitability is also improved and quality is maintained, unless it is an effort to simply stay afloat as revenues decline (and it’s recognized that quality will decline as well). But reducing costs does not help the business seeking to remain competitive in a rapidly changing marketplace, and pulling the pins out of the department primarily responsible for at least keeping things currently in operation operating serves only to chip away at the once-solid foundation. It’s a real problem, this difficulty with increasing interest and justifying increased funding for business information technology. And it all stems from the inability of organizations to clearly and with tangible benefit cost justify the investment.

It is this justification – demonstrating IT investment as a strategic asset presenting an advantage over competitors and positioning the business for future success – which requires effort and analysis to fully describe. Information technology is not a set of servers and software, and it is not websites and portals. It’s not click thru rates or SEO scores. Well, it’s all of that, but it is none of that. There is so much to consider and incorporate, and there are many degrees of success which might be experienced along the way. Information technology is a fundamental requirement in each and every business, and dependency upon it is increasing at a startlingly rapid pace, yet we still can’t quite figure out how to put it all on paper with provable numbers.

It might be easier to forecast in little departmental or functional pieces, but that doesn’t provide a total picture of the enterprise. And it’s often really difficult to quantify the impact of not doing something, or doing it only OK rather than really well. When this data does present itself, it often comes too late and in the form of a comparison to the competition, revealing where the business just didn’t meet the mark as compared to others in the same space.

It all boils down to businesses coming to the realization that information technology investment must be made on a continuing basis. The justification for IT funding must be made, and that justification must necessarily be balanced against the potential implications and impacts of not implementing. This is the only formula which can ultimately describe the value of IT investment in the business.

Make Sense?

Read the entire article on LinkedIn

https://www.linkedin.com/today/post/article/20140624161243-633314-justifying-the-it-budget-the-cost-of-not-spending

[1] A model for investment justification in information

technology projects: A. Gunasekaran et al. / International Journal of Information Management 21 (2001) 349–364

May 27, 2014March 5, 2018

QuickBooks online, or QuickBooks Online? Use Software on the web without using Web-based software

There is a trend among software makers these days to more fully leverage the “power of the web”, and why wouldn’t they? The Internet has become the way businesses and users get and stay connected, and has become a foundation for how business gets done. Remote and mobile access to information and applications has become an expectation of users, as social computing models have encouraged them to remain connected on all of their devices and from any location. Online describes a working model that many businesses strive for, and software makers are seeking to capitalize on the trend.

The belief that software should no longer be installed and run from a local device has been adopted by some of the largest software vendors in the market, which would lead many users to expect that this is the important trend to follow. Being encouraged to ditch their desktop software products and transition to using the web-based or SaaS alternative, users who have grown to trust their software products are now facing new buying decisions. Any time a customer is forced to make a buying decision – like moving from a desktop product to a SaaS solution – there is a potential that the customer will go with a different vendor and leave the product line altogether. Yet this is exactly what is happening with small business applications, and specifically with the tried-and true QuickBooks products – the solutions which had become the cornerstone of small business finance.

Where QuickBooks Pro, Premier and Enterprise desktop editions were the favored and trusted small business accounting solutions, Intuit is now on a wholesale push to get users transitioned to the QuickBooks Online edition. In doing so, they’ve opened up the door for new competitors, because they’re forcing their QuickBooks users to make a new buying decision. Assuming that customers will adopt the QuickBooks Online solution simply because it’s “QuickBooks” was perhaps a poor assumption on the part of Intuit. Particularly by naming the product “QuickBooks”, Intuit invested the trust and long-standing recognition of the brand and product line into the online edition, and the user base and market has not been amused. “It may be called QuickBooks, but it’s not the QuickBooks I want” says one customer. Apparently, the QuickBooks Online edition is not what many experienced QuickBooks desktop users are looking for in a new version of the product.

Desktop QuickBooks users don’t have to move to the Online edition just to get the benefits of the cloud with their beloved QB. The hosting and cloud service providers I work with help businesses run the QuickBooks desktop products as online service. We deliver fully managed applications and data, allowing users to access their QuickBooks desktop products online and from a variety of devices just as if they were web-based. Gaining the benefits of anytime/anywhere access with the added advantage of not changing software is a direction many users are electing to go. While the price of a hosted solution may not be as low as a QuickBooks Online subscription, it is generally far less than a subscription to Salesforce.com, for example. Isn’t the business financial data at least as valuable as CRM? The price isn’t unreasonable, and the benefits of online/remote access, managed IT, protected data, and an ability to take your ball and go home if you like are huge. Grab your data file, install QuickBooks on your PC, and you’re back in action. Can’t do that with most SaaS solutions, can you? It’s only do-able with desktop software, which you can run in the cloud with a hosting provider or run on your own PC.

Assuming that all software will ultimately run online could be a big a mistake. As technology advances and new capabilities introduce new complexities, the “heavy lifting” shifts from the center to the end points and back again. While there may be a trend towards SaaS and leveraging the power of a remote system, the reality is that our devices – desktops and laptops, tablets and phablets and phones – are all getting more powerful. Many SaaS applications and remote access technologies rely upon (and find ways to push more resource utilization to) the local device. Video processes more quickly, input and output devices are more easily recognized, and the storage on the device is faster and easier to access. A lot of work happens on the local device, and it will continue to be this way as the devices continue to get smarter and more powerful. “There’s an app for that” for a reason: apps on the device work well and give users the functionality necessary to get things done efficiently.

SaaS is not all that’s out there – much of the software businesses know and love is still available the way they want it. QuickBooks users need to know they can get their QuickBooks online without having to use QuickBooks Online. The desktop is not dead, and it won’t be for a long time. Desktop software isn’t dead either; it’s just being pushed to the background as software companies attempt to wrap their arms firmly, with subscription based business models, around their respective customer bases.

Make sense?

April 29, 2014December 7, 2017

The CPA for Small Business: Proactive, Responsive, and Helps Paint a Beautiful Picture

I once read an article written by Doug Sleeter which describing the findings of a published report titled What SMBs Want from Their CPA. The report was a summary of results from a study conducted by The Sleeter Group, and was intended to help accounting professionals understand the factors in the market which influence business use of professional accounting services. While adoption and use of technology was not named as the top item on the list, capabilities which can be rendered only if such adoption occurs were. In short, it’s not the technology that clients demand, but the level of service that professionals can only deliver by embracing advancements in technology and applying them to the client engagement.

The report and article placed a specific focus on trends relating to technology adoption and use in the professional practice, and establishes a foundation for firms to understand why technology is and always has been a key factor in the success of the CPA-client relationship. It’s not that the accounting professional must become a skilled technologist and promote high technology to the client. Rather, the success factor rests with the firm’s motivation to implement technologies and tools which will improve their ability to deliver more (and more valuable) service to the client in a more direct and timely manner.

The survey’s two critical questions posed to small business owners who use the services of a CPA were 1. What factors played a role in your decision to leave your former CPA?, and 2. What types of services would you like to receive from your CPA? Both questions are pretty straightforward, and the top responses from surveyed SMBs were equally unambiguous.

To the first question (factors playing into a decision to leave former CPA), the top two answers indicated that reactive and/or unresponsive are the problems which ultimately cause a small business owner to change accounting professionals. The top response was “Former CPA didn’t give proactive advice, only reactive”. The close second response was “Former CPA had poor responsiveness”.

Unfortunately, these responses more than accurately describe many professional firms and their approach to client service. These firms are perfectly content with waiting for clients to deliver after-the-fact information, delivering reports long after their relevance has past, and providing no sense of urgency in helping clients address business issues facing them here and now. These firms are content to work with their write-up and trial balance solutions, depreciation and amortization and tax products – and give little consideration to how they could adjust their operation to a better, more relevant and rapid delivery of service and insight to the client.

The second question, “What services do SMBs want from their CPAs?”, was met with the same responses professionals have been hearing for years; small business owners need help with business planning and business strategy and they wish the help would come from their CPA. It is surprising how many accounting professionals list business planning and strategy among the services they promote on their websites, and then just sit back and wait for clients to ask. Communication with clients remains relegated to annual reminders for tax information, or maybe slightly more frequent notes about other tax or compliance work to be done. It may be a bit unfair to place all the blame on the professional. Regulatory and reporting impacts on business are increasing and are increasingly complicated. Many professionals find it challenging enough simply to keep up with changes relating to the services they currently and regularly provide.

This is where practitioners should seriously take notice, and accept that the ability to meet changing market and customer demands is by intelligently leveraging technology to accomplish what people and process cannot do alone.

It takes information technology to speed up the bookkeeping, accounting and reporting processes; technology is required to help turn information into useful and relevant data;
technology facilitates the faster collection of information from and the delivery of information to clients;
technology is applied to reflecting numbers as pictures and helping users visualize the meaning of the data, and
technology enables the collection and analysis of “big data”, which leads to AI advancements and greater intelligence delivered through the applications businesses use.

The Sleeter Group report clearly demonstrated that small business owners continue to need and want more than just tax returns and post-facto reports from their accounting professionals, and that the lack of attention in these areas pose a direct threat to the small business/CPA relationship. Professionals can remove the threat by working closer with their small business clients, applying technology and process controls to get better information in a more timely manner, and returning the result with greater insight. Be proactive and be responsive, and apply the necessary technologies and business philosophy to get there before the client base looks for satisfaction elsewhere.

I’ve said before that small business owners don’t care about the numbers, they care about the picture the numbers paint, and they care about getting to a place where the picture is absolutely beautiful. With the right tools in place, their CPA can help guide them there.

jmbunnyfeet Make Sense?

January 30, 2014March 10, 2015

Client Experience and Perceived Value: It’s Looking Cloudy for Accountants Working with Small Business

Every day it seems there is another professional accounting or bookkeeping firm asking questions about how to get new clients for their new “online accounting” business. Most of these professionals are likely missing the point that their current clients are probably already looking at online accounting solutions and services. Just like in the days when QuickBooks was beginning to take the lead in the market; today’s increasingly popular online accounting solutions are gaining popularity with the direct users, and are bringing those solutions to the professional community (not the other way around). Professionals who wish to build their businesses on what the market demands would do well to recognize that the push to the cloud coming from their clients is a reflection of past activities, and firms riding the wave are much more likely to see success than those fighting it.

In reflection, remember that QuickBooks, unlike the other business accounting and financial products at the time, was a retail product marketed to and sold via retail and direct-to-customer outlets rather than via a channel or reseller approach. At that time, State of the Art Software (which became Peachtree and then Sage 50) was the solution preferred by most accounting professionals, yet more and more small business owners would come to the professionals with the QuickBooks product already in hand, so accountants threw up their hands and adopted (if not embraced) the software. Over the years, QuickBooks became the “go to” software for small business accounting, and many professional firms didn’t just gear up to work with it, but went as far as developing standards and practices based on the product.

With the introduction of high-speed broadband access, business Internet connectivity and affordable remote/mobile service, businesses are now finding that their options for shopping for, purchasing and implementing various solutions to business problems is possible at any time and from anywhere. Even more, social computing and the blurring of the lines between personal and business use has made it all but assured that new business owners will seek online solutions where they can access business information and perform business-related activities regardless of location or mode of access. This is what they have come to expect as consumers of information and services, and the expectation extends no less into their small businesses.

Professional firms must recognize that these evolving paradigms represent opportunity, taking advantage of cloud-based, real-time collaboration models to provide more timely value to their clients. Where the more traditional on-premises and paper-based models have flourished, the online working models representing lean process and sustainability become the focus.

The movement to the cloud for small business accounting started with the consumer, who ultimately became the small business, and who may eventually become the big business. The professionals who recognize the value of and wisely adopt cloud technologies and online application services in their businesses – specifically in terms of how they work with clients and deliver value – are the firms which recognize that the client experience and perception of value delivered are the most important elements of all.

Make Sense?

January 28, 2014

Why Accounting in the Cloud?

Business owners and managers need to keep close control of their financial data. They need to know where they stand at all times, and having information available to make business decisions is essential. When the financial information is in the office but the owner isn’t, how can wise decisions be made without access to supporting data? They can’t, and that’s a problem. The solution is simple: work in the cloud.

A cloud computing model properly applied to accounting and bookkeeping systems helps businesses of any size keep their financial data and accounting applications in a safe a secure environment, yet accessible to those who need it. By locating the business applications and data in a protected central location, access to programs and data sets can be provided to authorized users regardless of location or computing platform. For a small business owner, this means that working from home or on vacation can be as productive as working in the office. In larger businesses, cloud-based accounting means the accounting department, CFO and financial advisers might all access the same financial records and applications no matter where they work from.

Cloud computing and hosted application models applied to accounting and bookkeeping represent a viable option for managing, securing and providing access to critical financial information. Businesses outsourcing their accounting or bookkeeping work find that cloud based approaches offer workflow and process efficiencies to help get the necessary information in the hands of those who need it, quickly and efficiently.

Keeping accounting and bookkeeping systems safe yet available, providing business decision makers with the flexibility of accessing their financial data from anywhere and at any time is a highly valuable service. Accounting and finance professionals can act as the trusted adviser to their clients, providing important business insight and information, with guidance in developing cloud computing and online accounting approaches being among the benefits the firm offers. Working closer with clients allows professionals to produce better, more accurate and insightful results. Cloud computing models remove distance barriers and allow professionals and their clients to work more collaboratively with applications and data than ever before.

Many firms are just recently discovering the relationship between technology adoption and business competitiveness. Those that embrace new computing paradigms gain the ability to meet client requirements in innovative, efficient and timely ways while those that do not adopt these new models continue to struggle, unable to communicate value and differentiation in their service offerings.

There are some recognized truths in business, and one is that is isn’t what you know but who you know. Another truth, an understanding that is just now being fully recognized, is that it’s not what you do, but how you do it that matters. Accounting and bookkeeping for business is absolutely an area where cloud computing and the wise application of technology and service can improve cost efficiency, accuracy and turnaround times, allowing the firm to provide a higher level of service to clients. Accounting in the cloud is a technology-enabled approach which propels the firm into an entirely new range of capabilities and potential service offerings, reaching higher levels of performance and profitability.

Joanie Mann Bunny Feet Make Sense?