business intelligence – Page 5 – Cooper Mann Consulting

January 7, 2015October 9, 2017

Everything Old is New Again: Big Fat Phones and Desktop QuickBooks in the Cloud

Every year that passes leaves some reminder of the time – some person or occurrence which touches us and creates a lasting memory. 2014 delivered its share of memorable people and moments and proved again that social platforms such as Twitter and Instagram have become increasingly significant as people across the world organize, march or call for change. Yet even as change is demanded from us and often forced upon us, it is wise to remember that the pendulum eventually swings both ways. We want to have our cake and eat it, too, which is the ultimate no-win situation and causes us to constantly and consistently seek out the alternative. Like the puppy chasing his tail, we end up going round in circles. Harem pants and jeans torn from knee to thigh have come back in fashion, and even though they didn’t really work the first time, here they are again. It is inevitable.

Information technology trends follow similar patterns, and what was once in high fashion may now be considered as “legacy”. Perhaps the better word is “classic”, as these legacy solutions often represent the standards by which new solutions will be measured. Eventually, the properties of the classic or legacy solution wind up in the new breed, because this is what the market has come to expect and/or demand. Even when entirely new standards are believed to be adopted, the truth is that years of learning and experience will often find the path previously traveled by others to be the right path.

It seems like so long ago when some said “the desktop is dead” and that all applications would be used by every device via the web, but not run on the device. Well, there are quite a number of web-based applications and services delivered in just that manner, but there are also lots and lots of computers out there with software still installed on them, happily working away for their users (there’s an app for that, right?). The desktop isn’t dead at all, it seems, and what’s more – there are trends to extend the capability and reach of the desktop to the web rather than replacing the desktop with the web. Application integration, process integration, interoperability, functionality and modality – all these factors and more have become the underlying drivers for extension of and hosting for desktop applications, and are the areas where SaaS and web-based application service has not delivered as expected.

The idea of having no software on the computing device is kind of silly, when you think about it. Computers continue to get more powerful and have more capability than ever. Heck, even phones are getting fatter and bigger again. The best phones these days are the ones that rival tablets and laptops in size and have lots of apps to run.

Microsoft Office, too, hasn’t gone anywhere, really. It’s still firmly attached to most workstations whether they’re iPads or Macs or Windows systems. Web-based productivity tools are certainly gaining in use, but not nearly as widely as some would believe. Office productivity continues to live on the desktop, and ties many users to desktop computing for that very reason. Use CRM in the cloud? I’ll bet you still export data to Excel or Word on the PC. Use accounting in the cloud? A lot of reporting still goes through Excel, trial balance systems and the like. The universe of web-based and SaaS apps is getting larger, but it hasn’t yet become the center of the universe for most established businesses. Net-new customers and smaller businesses are adopting SaaS due largely to cost and to the success of the marketing message, but use and direct experience with the product applied in the business setting often demonstrates that adoption of a more flexible (malleable) or functionally rich solution is indicated. The business likes the mobility, remote access and managed service, but not the actual SaaS application. So, hosting becomes the better alternative and the business is able to use the software that works for the business, and use it in a manner that allows the business to take advantage of remote and mobile capability, subscription service, and more.

I really have no gripes with web-based and SaaS solutions. In fact, some of my best friends use SaaS 🙂 The message I’m trying to convey is simply that, regardless of what the media and marketing may tell you, things don’t always change as quickly as it seems. Yes, there is a movement towards cloud solutions and online working models. Yes, there is change in how information technology is obtained and used. And equally true is the reality that only a portion of the market has adopted these changes and new philosophies. By the time there is “complete” adoption, there will be a new standard or approach being marketed and we will be in this place once again. Is there wide recognition of the benefit for mobility and remote capability? Sure there is, but it is also accompanied by the understanding that tried and true solutions will continue to deliver the functionality and capability businesses rely upon, even as new models for delivering them come about.

Make Sense?

Here are some of the most popular articles from CooperMann.com in 2014. Surprisingly enough, the most popular were articles about QuickBooks and the Cloud, a subject I’ve been writing about for many years. In fact, some of the most popular of my QuickBooks/cloud articles are from 2013 and they remain among the most frequently viewed even today. Search and view metrics indicate that the topic’s popularity is not likely to diminish soon, so plan to hear more about how businesses are using QuickBooks (and other desktop and network applications) in the cloud, but aren’t using Online editions to make it work really well.

The concert hall at the Sydney Opera House holds 2,700 people. CooperMann.com blog was viewed about 19,000 times in 2014. If it were a concert at Sydney Opera House, it would take about 7 sold-out performances for that many people to see it.

December 11, 2014September 25, 2018

Audit or Advice? Small Accounting Firm Practitioners and Small Business Clients

When a small business owner needs advice about running the business or strategizing on financial matters, one would think that the business owner would engage their accountant in the discussion. Following along with that logic, many small firm practitioners believe that their small business clients will ultimately engage with them for this advisory work and move beyond statutory audit and compliance work. For a great many firms, however, there remains a struggle to achieve more work and greater opportunity from client engagements; the firm remains relegated to performing mechanical functions of accounting and reporting and fails to gain the additional work which is truly desirable. There are a number of elements which present themselves in this discussion – considerations that the small firm practitioner may not be addressing – and which are likely contributing to the firm losing the opportunity to deliver more and deeper services to the client.

First, let’s consider why small business owners initially engage with their accounting professionals. More than with larger businesses, smaller businesses tend to rely more heavily upon the involvement of outsourced accounting professionals simply because the business isn’t able to justify the cost of staffing the position full-time. Needing office managers and bookkeepers or data entry operators is often a more evident need to the business owner, where assistance with daily operational and information management processes are more urgently required. Functions considered to be “accounting” could effectively be outsourced to a 3^rd party and handled in more of an after-the-fact basis. For many small business owners, accounting is something which can be performed after all the real work is done, and presents the information necessary for payment of taxes, processing of payroll reports and the like. The accounting professional is typically engaged because the business owner knows this work must be done by somebody, and believes the selected practitioner to be competent and trustworthy, and they’re also probably local.

With the convergence of market environment changes, regulatory and jurisdiction conditions, as well as changes in behaviors (cultural, sociological, technological), a new level of demand has been created for business and financial advisory services. Yet small business owners often remain reticent to approach their local small firm practitioner for the service. Why is it that the client doesn’t often approach their small firm practitioner with requests for advice and advisory services?

Part of the problem is perception. Small business owners often believe that their needs require specialized knowledge and experience to address, and that the skill and experience can only be derived from a larger firm. Particularly if the smaller firm is not presenting itself in a manner that suggests that business advisory services are not only offered but are a specialty, the firm may simply lose to competitors who communicate the ability more effectively (something larger and more established firms are able to do via referral and reputation as well as through marketing).

A possible way to address the competency and perception issue is partnering, where firms join to collectively deliver solutions to the client. Where one firm may specialize in an aspect of the engagement and the other firm addresses other areas, the delivery of full service to the client is ultimately the goal, and sharing the work and the revenue is often a more agreeable approach than losing out on the engagement altogether.

Another factor presenting itself in the equation is the “entrepreneurial spirit” from which many small businesses are fueled. A small business owner is often somewhat of a superman, taking on multiple roles and performing a variety of functions in the business. It is this DIY (do-it-yourself) attitude that contributes to the business growth and success, but it is also sometimes the barrier to achieving a higher degree of success. Believing more in the personal power of critical thinking than in the reliance on the professional’s education, experience and insight, the business owner simply refrains from asking for advice because they don’t think they need it.

Frugality is another factor playing into the small firm/small business relationship. Small business owners may want advice, but they don’t want to have to pay for it. Anyone selling products or services to small business recognizes that there is a certain amount of consulting and advice that accompanies most sales. For some, this is simply a part of the sales process; helping the customer determine that this is the best choice and they should buy it. It’s not so simple with accounting and finance, however. There’s a big difference – and perhaps large risk associations – in giving advice versus performing accounting and compliance work. Certainly, advisory services aren’t something the firm would elect to give away, so it becomes essential that the value of the advisory service be expressed in a way that the client can understand and believe.

I once heard a financial planner address this same argument, where a prospective client suggested that they couldn’t really afford to pay for the advice. The financial planner countered with the argument that a good financial plan will increase the return, which then recoups the cost of the advice. If you pay $100 for the advice, and you earn $500 more than you would have without the advice, then it kind of feels like you’re getting paid to get advice because you gain more than you spend. It’s the same with accounting, finance and business advisory services: sound advice should improve the rate of return, which would more than compensate for the cost of the advice. The trick is getting the client to view the service as something real and valuable and not as snake oil, and to make a commitment to following the advice. Real value must be communicated and tangible results measured and delivered, not smoke and mirrors. Otherwise, the client return isn’t there, and the advice proved valueless.

As regulatory requirements increase – and become increasingly complex – the demand by small business for outside help also increases. It is this ever-expanding demand which represents opportunity for small firm practitioners to capture more (more interesting and more profitable) work from their small business clients. But competition is also growing from new providers and systems delivering advice, forcing adjustments to how the small firm must present its offerings and services, as well as change how they deliver and support those offerings.Whether through partnering and referral models, the development of new competencies and capabilities, creation of new workflows and methods, or some/all of the above, small firm practitioners must adapt in order to get that opportunity.

While the small firm practitioner may recognize that the small business client is greatly in need of advisory services, what they may not recognize is that the traditional approach has turned around, and it has become more likely that the client will seek advice first and statutory audit work second. For small firm practitioners, it is time to recognize that relationships are changing and how business is done must evolve to meet and advance that change.

jmbunnyfeet Make Sense?

September 30, 2014

Revenue Recognition and closing the reporting GAAP

One company earns what the other company spends. This is business, and it seems like it would be pretty straightforward, accounting for the money coming in and the money going out. But it is really not that simple when it comes to business finances and accounting for revenue. With investor pressure to improve share prices and market pressures forcing greater competition, businesses have always sought out ways to make the performance look as good as possible – on paper even if not in reality. It is this requirement to make the business look better than it may actually be that drives “innovation” in financial reporting, and encourages some companies to use whatever rules are available to mislead investors or paint a rosy picture for stakeholders. When the balance is lost and financial reporting standards become so oblique as to allow regular and gross misrepresentation, it is time to change the standards.

There are numerous instances of fraud and scandal reported from the finance departments of big businesses, but instances of improper or misleading revenue recognition can happen in even the smallest of companies, and not necessarily on purpose. It is important to understand that properly and accurately reporting business revenue and earnings isn’t done just for investor satisfaction, it is an essential part of describing business performance that any owner or manager must be able to rely on.

Generally Accepted Accounting Principles (GAAP) provide investors and business owners with some consistency in the financial statements they use to analyze company performance, but only minimally. This is partly due to the fact that GAAP is based not only on some standards established by policy boards (the authoritative standards) but also on “generally accepted” standards, which are often not really standards at all but simply past practice that was found to be accepted. Especially in the global economy where fewer businesses operate solely within traditional territorial boundaries – and where accepted reporting methods vary widely – having a single financial reporting standard has become more important than ever.

Make it so, Number One.

Now there are new rules from FASB (Financial Accounting Standards Board) and IASB (International Accounting Standards Board) which provide clear and detailed guidance for how businesses recognize revenues. These rules are based on a consistently applied set of principles, no matter what sort of business is involved and regardless of where the business is located.

A focus of the new rules of revenue recognition centers on customer contracts, delving into the details of how earnings from those agreements should be recorded. Consider that many businesses combine multiple products and services into a single agreement, even though there may be several deliverables or milestones included. This method of booking customer contracts allowed companies to report revenues they were not yet due as part of a total agreement, often resulting with inflated earnings reports. Stakeholders would perceive that the company had reached one earning threshold, but the reality was something quite different and performance expectations were unmet.

“FASB and the International Accounting Standards Board (IASB) issued converged guidance on recognizing revenue in contracts with customers. The new guidance is a major achievement in the Boards’ joint efforts to improve this important area of financial reporting.” http://www.fasb.org/jsp/FASB/Page/BridgePage&cid=1351027207987

The new rules force an additional level of discussion, including a full set of disclosure requirements that will provide more information about contracts with customers. Businesses must identify each promised deliverable and attached revenue or earning component, which helps to better understand how the revenue may be earned (and recognized) as the business performs on the various obligations to the customer.

Just take a look at some big ERP companies and the lawsuits generated from problems and failures in delivery – problems that might have been more clearly identified to investors and stakeholders if the tie between product sales and services to be performed were more clearly described. In many cases, these situations exemplify the revenue recognition reporting problem, where large customer contracts and license sales were fully booked and recognized even though implementation services milestones attached to those license sales remained undelivered.

“2010 – JDA Software (i2) – Dillard’s, Inc.: Dillard’s had alleged i2 failed to meet obligations regarding two software-license agreements for which the department-store operator had paid $8 million.” http://www.zdnet.com/blog/projectfailures/erp-train-wrecks-failures-and-lawsuits/12055

For private companies, reporting periods beginning after December 15, 2017 must follow the new guidance. It may seem like a long period of time – from the decision to apply the new rules to the effective date – but the number of businesses the new rules will impact is large. The FASB made a decision to delay the effective date because of the broad scope of organizations affected and “the potentially significant effect that a change in revenue recognition has on other financial statement line items.”

Business owners and their accounting professionals need to make sure that financial systems and processes are up to the task and can track and produce the detailed reporting these new rules require. For investors and analysts, the new reporting rules and detailed information they generate will go a long way towards minimizing the impact of innovative revenue reporting practices, and will hopefully bring a new level of believability and usefulness to business financial reports.

Make Sense?

September 8, 2014September 15, 2014

Accessing Small Business Leadership and Development Resources: More for the growing concern

There are a lot of resources available for people who want to start a small business. From business plans to funding websites to guides on entrepreneurship, the available pool of information on starting up and growing a business is huge. So huge, in fact, that many small business owners fail to find the things they really need to help them grow the business, expand operations and hire more employees. While entrepreneurship and starting a business is the first step, the economy grows and flourishes when small businesses grow and flourish. This is why the site SmallBusinessLeadership.com was started in cooperation with the America’s SBDC.

Among the available resources for small business owners is the Association of Small Business Development Centers, or America’s SBDC. These association offices are found throughout the country, and represent a wealth of support for small business which is, as we all know, the fuel powering the American economy. A report authored by James Chrisman, PhD investigated the economic impact of the Small Business Development Center counseling activities in the US in 2010-2011, and found that the centers are indeed instrumental in supporting small business success.

Among the findings is an analysis of the contribution SBDC long-term clients made to the economy, finding that these businesses “added $6.8 billion in incremental sales and 75,166 new jobs to the nation”. The investment in helping startups and entrepreneurs also demonstrates clear success, with “59.2% of all pre-venture clients” starting a business within one year of receiving counseling from the SBDC.

But the success with SBDC isn’t all about starting up and expanding business– it’s about retaining people (jobs) and sustaining revenue, too. With economic challenges facing every business owner, the ability to simply maintain the operation at existing levels often becomes the biggest job of all. In this area the SBDC also performs well for business clients, and estimates that “83,268 jobs were saved and $7.3 billion in sales revenues were maintained as a result of the [SBDC] counseling”.

And talk about fueling the small business economy! Businesses need financing and capital to operate and grow, and as a direct result of the assistance they received from the SBDC “approximately $3.3 billion in capital” was raised by SBDC business clients, according to report estimates. Not too shabby when you consider the difficulties many businesses are having with obtaining financing through commercial banks and other funding sources.

There is no argument with the value the SBDC brings to the small business community. What may be a challenge, however, is finding those resources and getting involved with the information and people who can really make a difference for a business owner in a particular region or area. While there may be SBDC counselors in the area, there is no guarantee that there’s an easily searchable website or method of gaining a little DIY education without making an appointment. SmallBusinessLeadership.com addresses this challenge by providing location-specific access to SBDC and other resources for business owners who wish to find experts and insight relating to their particular locale or situation. Additionally, visitors to the site can explore the varieties of content made available from SBDC offices and small business experts, ranging from success stories and case studies to tips for marketing the business, approaches to improving business process support, or even finding technologies or services to solve specific business problems.

Starting or growing a business isn’t something you do alone. It takes a committed team from the development of the first idea through to the hiring of employees and expansion to new locations. Working with America’s SBDC and leveraging the knowledge and resources available via SmallBusinessLeadership.com, business owners across the country will find new ways to build stronger foundations for the business, and to develop leaner and more sustainable operations than ever before.

jmbunnyfeet 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?

October 24, 2013June 12, 2018

Growing Up: Software buying decisions throughout the business life cycle

There are two certainties in life – death and taxes. While both are unavoidable, at least the taxes issue can be managed. Managing taxes and business finances in general takes detailed information. Considering how most small businesses get their start with business bookkeeping and accounting, it’s no surprise that information gathering becomes one of the most time-consuming and frustrating tasks around tax time. Fixing the problem from the beginning and implementing a system to manage the detailed information the business needs on an ongoing basis is key to avoiding the rush as well as building a business information framework that might span the life of the business entity. Yet fixing the problem for this year’s tax information gathering is relatively simple compared to figuring out how to format, retain, and continuously collect and compile new data for analysis throughout the life of the business.

In order to understand how to address the problem, it is important to understand the evolution of business accounting. Not how the concepts or practices have evolved, but how technology has (or has not) been applied to certain problems, and where the gaps are.

Starting Up

The first things a new business owner generally does is get a business license, get a computer, and run down to the discount store to buy a copy of QuickBooks or maybe Microsoft Excel. Now, this business owner isn’t necessarily prepared to properly handle the accounting for the business, but he understands that he has to do something. Keeping a check register, at the minimum, lets him know how much money is in the bank. And that’s what it’s all about for the small business person – cash flow and cash availability. But the focus on the checkbook frequently causes the business to postpone implementing deeper, more beneficial processes.

With a focus on the checkbook, the business manages cash by counting payments out and receipts in. But the nature of the payment or the receipt is the true question that must be answered and accounted for. It is surprising how many businesses still keep ledger cards – those manual 3×5’s in a box – where customer and vendor information is kept. It is a simple method, and provides the business a way to keep individual account records. But the fact that this detail information is not part of an integrated system creates a greater potential for lost or inaccurate data. Further, the greater the volume the more difficult and error-prone managing the information becomes.

It is at this point that the business seeks to find a more comprehensive means to manage the additional business data. This is another buying decision the business owner must make, introducing a new system which can handle the additional activities around accounts receivable, accounts payable, inventory and sales orders, etc. The business was already keeping track of products or services, customers and vendors. But here we are at a step where new systems and processes must be introduced. Although a belated effort, this after-the-fact implementation of customer, vendor and item tracking now establishes the means to manage more business activities as part of an integrated system.

The difficulty comes in loading the historic information and learning new systems. Depending on volume, the quality of the manually kept data, etc., it may be determined that historic transaction details are not to be entered. So, the business moves forward with a better system for managing business activities and data, but loses the value of the early transaction detail.

Volume and Growth

The business has implemented an accounting system which helps to keep track of customers, vendors, items, and cash. More detailed processes are introduced as the business requirement grows – offering perhaps more specific information on costs of certain products, or summaries of customer purchases or item sales activity. This data provides a much more informed basis for business decision-making, but also impacts the systems as the volume of data to be managed grows.

Growth may present itself in many ways – growth in the number of products or services offered, growth in the number of transactions processed regularly, growth in the dollar value of transactions, or growth in the number of employees who need access to the system. All of these areas impact the ability of the system to continue to support the business requirements. Quite frequently, a certain “density of data” is reached and the current system is not able to efficiently manipulate and manage the volume. Here again is another buying decision. Can the existing system be expanded to handle the additional volume? Or must a new system yet again be introduced? The business process requirements may not have changed, but the earlier choice of systems may cause a forced change simply due to business volume or number of users.

The frustrations of changing business systems are compounded the further into the business life cycle the change comes. Much of the historic intelligence of the business is derived from the earlier days of operation; data which reflects the stages and activities of the business over time. When a business reaches a point where data volumes force a systems change, a worst-case scenario occurs: The volume of historic data is too great for the current system, and loading it into a new system takes a huge amount of time and effort. Unfortunately, this task often proves too daunting for the company, so again valuable historic detail information is lost and summary information is loaded into the new system.

Operationally Specific Systems

As the business matures – and in order for the business to mature in a healthy manner – specific and detailed information must be captured and analyzed. Systems which take a broad view of the business, offering only general information and process support, frequently do not supply the business with the levels of intelligence truly required. For example, a manufacturing business needs to fully understand and manage the manufacturing processes and materials supply chain to ensure profitability and consistent product quality. A retailer needs to know which products sell in which markets in order to ensure product stock and availability to key customers. And all of this information is time-critical if the business is to make necessary adjustments in time to benefit from them.

This level of detail can only come from a system which incorporates a certain specific orientation towards the operational processes of the business. The fact of selling a product to a customer is an activity which gets recorded, but the additional details of the customer location, pricing levels, purchasing levels, salesman, inventory item, and warehouse location tell the rest of the story. Over time, the business owner can then better understand customer purchasing habits, inventory item turnover, supplier dependencies – a wealth of business intelligence. This data is then used to assist the business owner or management in determining the specific activities or actions necessary to keep the business moving forward and improving performance.

In the end, it is the demonstration of well-defined processes, deep insight into the business operational metrics and financial performance, and the ability to effectively and accurately report on this information that creates a basis for provable business value.

No Best Answer

When looking at the business accounting and finance systems available in the market – particularly considering those which have earned a level of market share – there are visible gaps – big ones. This is clearly reflected in the numbers, where Intuit QuickBooks leads in the small business market, but has no reciprocal in the midrange or enterprise markets. QuickBooks fits into that early space, where the business is just starting out and, maybe, extending into keeping more detailed customer, vendor and item information. MS Excel is also a winner for very small and new businesses, as the spreadsheet is a simple and easy solution to creating an electronic check register. But there comes a point where a business has requirements that extend beyond the ability of the small business software. Sometimes, the mere thought of change is so abhorrent (usually based on a bad initial implementation experience) that the business attempts to use the software far beyond what it was built to handle.

Other application makers offer systems that have a number of small business features, but that also offer more in-depth or complex capabilities to handle the growing business. These systems, too, have a great potential to be outgrown, and can be costly implementations which handle only a portion of the business life cycle.

Larger, module-based systems and frameworks offer a broad range of functionality, integration, and data management capability. They typically address more – and more detailed – business processes, and can scale to very large sizes. But the cost and complexity of these systems is often the barrier, and given that there is no clear seed product (small business version of the big business software), the upgrade path is unclear and problematic. Given the huge gap between the “typical” small business system and the upper-levels in the enterprise applications catalogue – the transition from very small to very large software is not likely to be made in a single step.

Losing intelligence with each step

Each stage of business requirement typically drives to a buying decision. This buying decision is met with angst, as considerations include not only cost, but data conversion vs re-loading, new process or system design and setup, user training, proofing the system (running parallel?) and a host of other issues, not the least of which is the business benefit to be derived.

The emergence of SaaS solutions and multitenant web applications has compounded this issue, as there is a tendency for such solutions to provide only list data and other easily exported data. Transaction information and details are frequently unavailable for export to another solution, or the data may be exported but not necessarily in a meaningful form.

Small Businesses should be particularly concerned about whether or not the solution will fit the needs of the business for an extended period of time and through a variety of business conditions. The small business should also determine if there is a way to continue use of the solution (or transition from the solution) if the solution or the provider stop meeting the needs of the business. Small business owners are particularly at risk, because the SaaS solutions oriented towards small business users often don’t have the on-premises options that some of their enterprise counterparts offer. And small businesses are the ones who are most likely to need to transition to another solution as the business grows. Further, the small business user often lacks the technical knowledge to manage the conversion effectively, and doesn’t typically employ skilled in-house IT personnel to handle it for them. The result: consulting dollars get spent, just to retain the data the business already has. http://jcmann.blogspot.com/2009/11/salvaging-business-intelligence.html

If information is power, too many businesses are losing that power when they migrate from one software product to another – they are losing valuable historic information by leaving transaction and other detail data behind when they convert from one system to another. This should be an area of focus and key discussion point when any change to systems is considered. After all, the insight and business intelligence gathered over the years was likely instrumental in helping the small business grow up to become a successful big business, and will continue to be important for years to come.

jmbunnyfeet Make Sense?

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Revenue Recognition and closing the reporting GAAP

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Accessing Small Business Leadership and Development Resources: More for the growing concern

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