Penyiraman
Penyiraman dilakukan 2x sehari bila cuaca panas atau tergantung dari media tanamnya, jika masih basah maka penyiraman dilakukan cukup sekali sehari bahkan 2 hari sekali.
Pupuk
Pemupukan dilakukan rutin menggunakan NPK seimbang (16-16-16) dengan dosis 2 gram per liter air (1/2 sendok teh), Pupuk dilarutkan dalam air dan disiramkan ketanaman (jangan mengenai daun) tiap 2 minggu sekali. Untuk satu liter air bisa untuk 4-5 tanaman tergantung dari besarnya pot. Atau menggunakan dekastar dengan komposisi seimbang juga 18-11-10, dengan dosis satu setengah sendok teh untuk satu tanaman cukup 3 bulan sekali. Pemupukan dilakukan dengan melingkari disekeliling pinggir tanaman. Kalau memungkinkan perlu dipupuk daun seminggu sekali dengan dosis 1 gram per liter air, (1/2 sendok the untuk satu liter air).
Penyimpanan
Anthurium suka tempat yang teduh atau dalam ruangan atau di teras rumah, dan hanya memerlukan sedikit sekali cahaya. Kalau ditempatkan dalam ruangan harus diberi naungan seperti paranet
Ganti Pot dan Media
Penggantian Media disesuaikan dengan besarnya tanaman. Anthirium suka media yang porous untuk menghindari jamur.
Media bisa berasal dari campuran sekam dan pupuk kandang (2:1) atau menggunakan pakis cacah.
Perbanyakan
Bisa dilakukan dengan biji. Atau cara termudah adalah dengan split anakan yang ada. Yang sebelumnya harus sudah disiapkan media tanamnya
Selasa, 17 Februari 2009
Ayam Bakar Padang
Bahan :
* 1 ekor Ayam kampung dipotong empat bagian
* 1 batang Kayu manis
* 3 biji Cengkih
* 5 lembar Daun jeruk
* 1/2 lembar Daun kunyit
* 2 batang Sereh
* 3 sdm Minyak goreng
* 500 ml Santan sedang kentalnya
* 100 ml Santan kental
Bumbu yang dihaluskan :
* 4 buah Cabe merah
* 3 siung Bawang putih
* 4 buah Bawang merah
* 1/2 sdm Ketumbar
* 1/2 sdt Adas manis
* 1/2 sdt Jintan
* 1/2 sdt Lada
* 2 cm Jahe
* 2 cm Lengkuas
* 3 cm Kunyit
* 3 biji Kemiri
Cara membuat :
* Tumis bumbu yang dihaluskan dengan minyak goreng beserta kayu manis, cengkeh, daun jeruk, daun kunyit dan daun sereh hingga harum dan matang.
* Masukkan ayam, tumis dengan bumbu hingga ayam setengah matang.
* Tambahkan santan encer, kecilkan api, masak hingga kuah tinggal sedikit.
* Tambahkan santan kental masak kembali hingga kuah mulai mengering, angkat dinginkan.
* Setelah dingin lumuri seluruh permukaan ayam dengan sisa kuah yang mengering kemudian bakar hingga agak kekuningan.
* Hidangkan.
* 1 ekor Ayam kampung dipotong empat bagian
* 1 batang Kayu manis
* 3 biji Cengkih
* 5 lembar Daun jeruk
* 1/2 lembar Daun kunyit
* 2 batang Sereh
* 3 sdm Minyak goreng
* 500 ml Santan sedang kentalnya
* 100 ml Santan kental
Bumbu yang dihaluskan :
* 4 buah Cabe merah
* 3 siung Bawang putih
* 4 buah Bawang merah
* 1/2 sdm Ketumbar
* 1/2 sdt Adas manis
* 1/2 sdt Jintan
* 1/2 sdt Lada
* 2 cm Jahe
* 2 cm Lengkuas
* 3 cm Kunyit
* 3 biji Kemiri
Cara membuat :
* Tumis bumbu yang dihaluskan dengan minyak goreng beserta kayu manis, cengkeh, daun jeruk, daun kunyit dan daun sereh hingga harum dan matang.
* Masukkan ayam, tumis dengan bumbu hingga ayam setengah matang.
* Tambahkan santan encer, kecilkan api, masak hingga kuah tinggal sedikit.
* Tambahkan santan kental masak kembali hingga kuah mulai mengering, angkat dinginkan.
* Setelah dingin lumuri seluruh permukaan ayam dengan sisa kuah yang mengering kemudian bakar hingga agak kekuningan.
* Hidangkan.
Sabtu, 30 Agustus 2008
Bookkeeping - Terminology Made Simple
By Vikki Allen
There is no mystery to the basis of bookkeeping ie: for every debit there must be corresponding credits, but which is what and where does it go?
Lets first un-mystify some of the terminology and in future articles we can get down to practicalities.
INCOME -
This can be broken down into 2 groups,
1. Sales - This is the money generated from the sale of goods or services before taking anything off for costs or discounts etc.
2. Other Income - This is any other money received into the business by way of interest, discounts or anything not directly related to the product or service of the enterprise.
EXPENDITURE (Expenses) -
Again this can be broken down into 2 groups,
1. Cost of Sales - anything directly purchased, including labour (wages), to produce the stuff you sell.
2. Expenses - everything else you have to pay for to run the business.
Example: Say the business makes wooden boxes, the wood you buy and the carpenters wages are direct costs but the electricity used and the paper used for invoices are not. They are more like support services and therefore expenses.
PROFIT & LOSS -
Gross profit (or loss) is the difference between the sales and cost of sales.
Net profit (or Loss) is what's left after taking the expenses off the Gross profit and adding any Other Income.
Note: Profit does not necessarily equal money in the bank, your profit is a number on a page that could be represented by stock on the shelf, material in the factory, half completed projects or fixed assets. It is ironic but the business could be in heavy overdraft but still be profitable - this is called a cash flow problem (or 'the cheque is in the mail').
ASSETS -
These are also broken down into 2 groups.
1. Fixed Assets - owned by the business, such as buildings, plant & equipment, vehicles etc. Things that are necessary to generate the income and run the business that are going to be kept for a long time and cannot be easily converted to cash.
2. Current Assets - Things of a short term nature (under 12 months) easily converted to cash and of course cash itself, bank account, short term investments, debtors.
LIABILITIES -
Also broken down into 2 groups.
1. Long term liabilities - any loans, bonds, HP etc to be paid off over a period longer than 12 months.
2. Current liabilities - anything that needs to be paid out within the current financial year (12 months) such as creditors, short term loans and not forgetting the bank account if it is in overdraft.
OWNERS EQUITY -
The first thing to get our head around is that the owner of the business and the business itself must be seen as two separate individual entities, so even if you are the sole owner of your business - you are not the business itself.
Once this is understood it is easy to see that Owners Equity is the difference between the Assets and Liabilities and depending which way it swings could either be owed TO the owner or owed BY the owner to the business.
DEBTORS -
Those that owe the business money.
CREDITORS -
Those that the business owes money to.
INCOME STATEMENT -
A record of the day to day income and expenses of the business during the financial year. At the end of each financial year the values on the income statement are brought to zero for the start of the new year and only the profit or loss are carried over to the balance sheet.
BALANCE SHEET -
A snapshot of the status of a business at any point in time made up of the Assets, Liabilities and Owners Equity. These values which change according to movements in the business are carried forward from year to year.
DEBITS & CREDITS -
Note: Not the same as Debtors and Creditors (see above)
When recording your transactions you would divide your page into two columns - Debits on the left and Credits on the right (just remember Dogs first, Cats second). Now comes the 'which goes where'
Costs & Expenses - Debit
Income - Credit
Assets - Debit
Liabilities - Credit
TRIAL BALANCE -
Once you have sorted everything into your two columns, add each one up and they should balance with each other (if not you have boobed somewhere) - this is your trial balance and it is from here that all information is gathered to make up the Financial Statements of the business.
Vikki Allen is a Financial Manager with 15 years bookkeeping experience, an Advanced Diploma in accounting and a Post Graduate Diploma in Forensic Auditing & Criminal Justice from the University of KwaZulu Natal.
Article Source: http://EzineArticles.com/?expert=Vikki_Allen
There is no mystery to the basis of bookkeeping ie: for every debit there must be corresponding credits, but which is what and where does it go?
Lets first un-mystify some of the terminology and in future articles we can get down to practicalities.
INCOME -
This can be broken down into 2 groups,
1. Sales - This is the money generated from the sale of goods or services before taking anything off for costs or discounts etc.
2. Other Income - This is any other money received into the business by way of interest, discounts or anything not directly related to the product or service of the enterprise.
EXPENDITURE (Expenses) -
Again this can be broken down into 2 groups,
1. Cost of Sales - anything directly purchased, including labour (wages), to produce the stuff you sell.
2. Expenses - everything else you have to pay for to run the business.
Example: Say the business makes wooden boxes, the wood you buy and the carpenters wages are direct costs but the electricity used and the paper used for invoices are not. They are more like support services and therefore expenses.
PROFIT & LOSS -
Gross profit (or loss) is the difference between the sales and cost of sales.
Net profit (or Loss) is what's left after taking the expenses off the Gross profit and adding any Other Income.
Note: Profit does not necessarily equal money in the bank, your profit is a number on a page that could be represented by stock on the shelf, material in the factory, half completed projects or fixed assets. It is ironic but the business could be in heavy overdraft but still be profitable - this is called a cash flow problem (or 'the cheque is in the mail').
ASSETS -
These are also broken down into 2 groups.
1. Fixed Assets - owned by the business, such as buildings, plant & equipment, vehicles etc. Things that are necessary to generate the income and run the business that are going to be kept for a long time and cannot be easily converted to cash.
2. Current Assets - Things of a short term nature (under 12 months) easily converted to cash and of course cash itself, bank account, short term investments, debtors.
LIABILITIES -
Also broken down into 2 groups.
1. Long term liabilities - any loans, bonds, HP etc to be paid off over a period longer than 12 months.
2. Current liabilities - anything that needs to be paid out within the current financial year (12 months) such as creditors, short term loans and not forgetting the bank account if it is in overdraft.
OWNERS EQUITY -
The first thing to get our head around is that the owner of the business and the business itself must be seen as two separate individual entities, so even if you are the sole owner of your business - you are not the business itself.
Once this is understood it is easy to see that Owners Equity is the difference between the Assets and Liabilities and depending which way it swings could either be owed TO the owner or owed BY the owner to the business.
DEBTORS -
Those that owe the business money.
CREDITORS -
Those that the business owes money to.
INCOME STATEMENT -
A record of the day to day income and expenses of the business during the financial year. At the end of each financial year the values on the income statement are brought to zero for the start of the new year and only the profit or loss are carried over to the balance sheet.
BALANCE SHEET -
A snapshot of the status of a business at any point in time made up of the Assets, Liabilities and Owners Equity. These values which change according to movements in the business are carried forward from year to year.
DEBITS & CREDITS -
Note: Not the same as Debtors and Creditors (see above)
When recording your transactions you would divide your page into two columns - Debits on the left and Credits on the right (just remember Dogs first, Cats second). Now comes the 'which goes where'
Costs & Expenses - Debit
Income - Credit
Assets - Debit
Liabilities - Credit
TRIAL BALANCE -
Once you have sorted everything into your two columns, add each one up and they should balance with each other (if not you have boobed somewhere) - this is your trial balance and it is from here that all information is gathered to make up the Financial Statements of the business.
Vikki Allen is a Financial Manager with 15 years bookkeeping experience, an Advanced Diploma in accounting and a Post Graduate Diploma in Forensic Auditing & Criminal Justice from the University of KwaZulu Natal.
Article Source: http://EzineArticles.com/?expert=Vikki_Allen
Accrual Accounting Or Cash Accounting - Which Method is Best For Your Business?
By Richard T. Tyler
Business accounting usually falls under one of two categories, accrual or cash. A business has to choose which one is the most suitable for them, but both methods have their merits. This article will highlight the pros and cons of both methods so you can make an informed decision.
Some people love the cash method of accounting. This method is based on when the money is transacted. For example if my business sells $10,000 worth of goods in December, but if the money is received in January, then it is recorded on the books for January of the following year.
The advantage of using cash accounting is that it can help you record the high and low points. For example it can help you realise when customers are late with payments, or customers who change their mind. These transactions are shown in the books when the money comes in, so you can tell how your business is doing financially and up to date. The disadvantage is that the cash method shows you how and when your business are making money, however not how much business you're doing per month. For example you could get a large order in December, so you have to fork out a lot of cash for this order. However your books might show you getting paid January, even though the deal was done in Dec, the books show a better month in Jan than Dec.
Now the accrual method of accounting involves deal dates rather than actual funds. . If I sell my merchandise, my books will reflect the sale as the day the goods leave the warehouse. Also if I buy a new piece of machinery for my business, the amount spent is deducted from my books on the day the machine arrives. Even though I might not pay for the machine, the transaction is considered complete in my books.
Using this method of accounting is like forecasting how your business is doing. This method is great for companies who wish to use their accounting books to budget for expenses and outgoings. However the disadvantage to using this method is that it will give you a skewed image of how your business is actually doling. For example, sales may appear to be soaring in Dec and the transactions are recorded, but the money actually comes in until Jan.
Generally when a business has less than $5 million in sales in a year can choose either method. For the companies that make over that amount, or keep an inventory of goods for sale, are required to use the accrual method of accounting.
Both methods paint a different financial picture for a company. Purchase trends depend on the product sold, and that in turn decides how a company should look after its finances.
Richard Tyler is a happily retired investment guru who ran several successful businesses during his earlier years. He now shares his wealth of knowledge on investment, business and strategic wealth management at Invest Money Stocks. For more free useful articles on business planning please visit Invest Money Stocks.
Article Source: http://EzineArticles.com/?expert=Richard_T._Tyler
Business accounting usually falls under one of two categories, accrual or cash. A business has to choose which one is the most suitable for them, but both methods have their merits. This article will highlight the pros and cons of both methods so you can make an informed decision.
Some people love the cash method of accounting. This method is based on when the money is transacted. For example if my business sells $10,000 worth of goods in December, but if the money is received in January, then it is recorded on the books for January of the following year.
The advantage of using cash accounting is that it can help you record the high and low points. For example it can help you realise when customers are late with payments, or customers who change their mind. These transactions are shown in the books when the money comes in, so you can tell how your business is doing financially and up to date. The disadvantage is that the cash method shows you how and when your business are making money, however not how much business you're doing per month. For example you could get a large order in December, so you have to fork out a lot of cash for this order. However your books might show you getting paid January, even though the deal was done in Dec, the books show a better month in Jan than Dec.
Now the accrual method of accounting involves deal dates rather than actual funds. . If I sell my merchandise, my books will reflect the sale as the day the goods leave the warehouse. Also if I buy a new piece of machinery for my business, the amount spent is deducted from my books on the day the machine arrives. Even though I might not pay for the machine, the transaction is considered complete in my books.
Using this method of accounting is like forecasting how your business is doing. This method is great for companies who wish to use their accounting books to budget for expenses and outgoings. However the disadvantage to using this method is that it will give you a skewed image of how your business is actually doling. For example, sales may appear to be soaring in Dec and the transactions are recorded, but the money actually comes in until Jan.
Generally when a business has less than $5 million in sales in a year can choose either method. For the companies that make over that amount, or keep an inventory of goods for sale, are required to use the accrual method of accounting.
Both methods paint a different financial picture for a company. Purchase trends depend on the product sold, and that in turn decides how a company should look after its finances.
Richard Tyler is a happily retired investment guru who ran several successful businesses during his earlier years. He now shares his wealth of knowledge on investment, business and strategic wealth management at Invest Money Stocks. For more free useful articles on business planning please visit Invest Money Stocks.
Article Source: http://EzineArticles.com/?expert=Richard_T._Tyler
Credit Applications - The Key to Successful Collection Efforts
By Neil Murray
With the economy being what it is, your job in accounts receivable is more difficult than ever. It is even more difficult if you happen to be a Credit Manger or Controller and are saddled with the task of granting credit in this very volatile market. History shows that one of the many keys to that process and to successful collection efforts when that account does not pay, is a solid credit application.
Here are some key points to remember when it comes to credit applications:
Have a good solid credit application, not just customer information statement.
Do not beat around the bush in fear of not gaining a customer. You are looking at your customer's ability to repay this and future debts. You are going to extend your company's resources on the hope that they will pay you when the terms dictate. If they want to do business with you, and they are an upstanding company, they will understand. Chances are they have a credit application from their customer.
Do not be afraid to go back and ask for complete information.
Sometimes a prospective customer will rush through the application and omit information that is not in front of them at that moment. Get that information. Sometimes it is lazy omission, and sometimes it is omitted on purpose. You need all of the answers to make an informed lending decision.
Get the Personal Guarantee (PG).
Someone needs to be able to be held personally responsible should the company default. You need that person's name, address, and phone number at the very least. It is even more to your benefit if you can get their social security number, driver's license number, date of birth, etc. The more information you have, the easier it will be to collect down the road.
Set a limit, and stick to it.
A large percentage of accounts that end up in collection are over the agreed upon credit limit. If you set a credit limit, stick to it until you are comfortable with the way the customer is paying. If they have not paid for prior orders, what makes you think they will pay for future orders? Salespeople will accuse you of turning away business, but it is bad business.
Sales are not the key to your success, paid invoices are.
It is not a sale until it is paid for.
Accounts receivable are not assets - they are liabilities.
You can quote me on that!
About the author: Neil Murray is one of the founding partners of Hamilton & Monroe, LLC. Hamilton & Monroe is a professional Commercial Collections firm. They can be found on the web at http://www.hamiltonandmonroe.com, or by calling toll-free (800) 313-9611. If you would like a generic credit application that you can edit and use for your business, please contact us at info@hamiltonandmonroe.com.
Article Source: http://EzineArticles.com/?expert=Neil_Murray
With the economy being what it is, your job in accounts receivable is more difficult than ever. It is even more difficult if you happen to be a Credit Manger or Controller and are saddled with the task of granting credit in this very volatile market. History shows that one of the many keys to that process and to successful collection efforts when that account does not pay, is a solid credit application.
Here are some key points to remember when it comes to credit applications:
Have a good solid credit application, not just customer information statement.
Do not beat around the bush in fear of not gaining a customer. You are looking at your customer's ability to repay this and future debts. You are going to extend your company's resources on the hope that they will pay you when the terms dictate. If they want to do business with you, and they are an upstanding company, they will understand. Chances are they have a credit application from their customer.
Do not be afraid to go back and ask for complete information.
Sometimes a prospective customer will rush through the application and omit information that is not in front of them at that moment. Get that information. Sometimes it is lazy omission, and sometimes it is omitted on purpose. You need all of the answers to make an informed lending decision.
Get the Personal Guarantee (PG).
Someone needs to be able to be held personally responsible should the company default. You need that person's name, address, and phone number at the very least. It is even more to your benefit if you can get their social security number, driver's license number, date of birth, etc. The more information you have, the easier it will be to collect down the road.
Set a limit, and stick to it.
A large percentage of accounts that end up in collection are over the agreed upon credit limit. If you set a credit limit, stick to it until you are comfortable with the way the customer is paying. If they have not paid for prior orders, what makes you think they will pay for future orders? Salespeople will accuse you of turning away business, but it is bad business.
Sales are not the key to your success, paid invoices are.
It is not a sale until it is paid for.
Accounts receivable are not assets - they are liabilities.
You can quote me on that!
About the author: Neil Murray is one of the founding partners of Hamilton & Monroe, LLC. Hamilton & Monroe is a professional Commercial Collections firm. They can be found on the web at http://www.hamiltonandmonroe.com, or by calling toll-free (800) 313-9611. If you would like a generic credit application that you can edit and use for your business, please contact us at info@hamiltonandmonroe.com.
Article Source: http://EzineArticles.com/?expert=Neil_Murray
Can't Make Sense of Your Numbers? 8 Reasons Why Dynamics GP Might Be Right For Your Business
By Vinnie Campagna
Still not convinced that GP is the way to go? Here are 8 reasons why Great Plains may be the right accounting software for you.
1. Familiar. Microsoft Dynamics GP is designed with a familiar look to it that is fully integrated with Microsoft Office. If you're familiar with Microsoft Office, you will understand a lot of the functionality of Microsoft Dynamics GP right away.
2. Portable. Microsoft Dynamics GP has a Business Portal feature that comes free with every installation. This means that you're data is not just available at the office. It can be accessed via the Internet from anywhere at anytime of day or night. Why hire a web developer for reports when there are a lot of great reports available right through business portal?
3. Experienced. Great Plains software began in 1981. With nearly 30 years of accounting software upgrades under its belt, Great Plains has been in industry leader. It seems natural that the leading accounting software company would join forces with a software leader like Microsoft.
4. Integrated. Dynamics GP has been redesigned to work seemlessly with Windows Servers and Windows Workstation, along with the popular MS Office Suite.
5. Great for HR. What's good for HR is good for you. And Great Plains loves giving great tools for your Human Resources manager to manage your payroll and benefits better.
6. Inventory Control. Always guessing if you need to make a purchase? Guess no more with fully integrated warehousing and inventory control built right into Great Plains.
7. Purchasing Power. Great Plains knows that plenty need to be purchased to keep you ship running in top shape. From materials to product, have it all under control w/ GP.
8. Control. You have complete control with Dynamics GP. There is detailed reporting available with user activity and controls. Extensive permissions and logging are built in to keep your house as secure as it is productive.
Bottom line, there is no other accounting package available today which includes as many features into a software package that's so easy to use.
Remember, switching to Dynamics GP is not for everyone. Some organizations would rather push there outdated software to the limits. And maybe that strategy works best for them. But if growth is what you're after, you may be cheating your company's growth potential by not getting the best tools to do your job. And becoming able to identify opportunities easier is a great feeling.
Whichever direction your decision may take you, please stay knowledgable in the financial happenings of your company and be ready to sieze the day!
Vinnie Campagna is a Systems Integrater and Chief Technologist for Haruspex, a value added provider of Accounting, Inventory control, and order management software. Haruspex has been helping companies be successful for over 15 years. Be sure to rely on experienced professionals to implement your software solution. And be sure to visit Haruspex.com for more great information on Microsoft Dynamics GP
Article Source: http://EzineArticles.com/?expert=Vinnie_Campagna
Still not convinced that GP is the way to go? Here are 8 reasons why Great Plains may be the right accounting software for you.
1. Familiar. Microsoft Dynamics GP is designed with a familiar look to it that is fully integrated with Microsoft Office. If you're familiar with Microsoft Office, you will understand a lot of the functionality of Microsoft Dynamics GP right away.
2. Portable. Microsoft Dynamics GP has a Business Portal feature that comes free with every installation. This means that you're data is not just available at the office. It can be accessed via the Internet from anywhere at anytime of day or night. Why hire a web developer for reports when there are a lot of great reports available right through business portal?
3. Experienced. Great Plains software began in 1981. With nearly 30 years of accounting software upgrades under its belt, Great Plains has been in industry leader. It seems natural that the leading accounting software company would join forces with a software leader like Microsoft.
4. Integrated. Dynamics GP has been redesigned to work seemlessly with Windows Servers and Windows Workstation, along with the popular MS Office Suite.
5. Great for HR. What's good for HR is good for you. And Great Plains loves giving great tools for your Human Resources manager to manage your payroll and benefits better.
6. Inventory Control. Always guessing if you need to make a purchase? Guess no more with fully integrated warehousing and inventory control built right into Great Plains.
7. Purchasing Power. Great Plains knows that plenty need to be purchased to keep you ship running in top shape. From materials to product, have it all under control w/ GP.
8. Control. You have complete control with Dynamics GP. There is detailed reporting available with user activity and controls. Extensive permissions and logging are built in to keep your house as secure as it is productive.
Bottom line, there is no other accounting package available today which includes as many features into a software package that's so easy to use.
Remember, switching to Dynamics GP is not for everyone. Some organizations would rather push there outdated software to the limits. And maybe that strategy works best for them. But if growth is what you're after, you may be cheating your company's growth potential by not getting the best tools to do your job. And becoming able to identify opportunities easier is a great feeling.
Whichever direction your decision may take you, please stay knowledgable in the financial happenings of your company and be ready to sieze the day!
Vinnie Campagna is a Systems Integrater and Chief Technologist for Haruspex, a value added provider of Accounting, Inventory control, and order management software. Haruspex has been helping companies be successful for over 15 years. Be sure to rely on experienced professionals to implement your software solution. And be sure to visit Haruspex.com for more great information on Microsoft Dynamics GP
Article Source: http://EzineArticles.com/?expert=Vinnie_Campagna
Record Keeping? Paperwork? Yuck!
By Tina Marino
When I taught the Small Business Tax & Accounting Workshops at the SBA's Small Business Development Center, the one thing I was emphatic about is the need to keep good records. I must've sounded like a broken record to the attendees! But, it is true. While you may groan about it and even hate it, record keeping is vital to the heartbeat of a business.
Benjamin Franklin said that there is nothing certain but death and taxes. The bible says that we should render unto Cesar what is Cesar's. Both are true statements. However, though we must pay taxes we need to be sure to not pay one shekel more than we have to!
Good record keeping will:
Help you pay only the taxes you actually owe. By having an up-to-date and accurate set of books, you will be able to do very precise tax planning which will allow you to keep more of your hard-earned money in your own pocket.
Give you all the information you need to make sound business decisions. It can track cycles in your sales, tell you which products or services you should keep and which you should stop selling, allow you to decide whether to hire new employees or let some go, and more.
Allow you to prepare detailed budgets and forecasts. If you know where you've been and what it cost, you are able to project more accurately.
Provide you a historical record of your business. The longer you are in business, the more important and informative looking back on your progress will be.
Assist you in obtaining bank loans, lines of credit, vendor credit, and more. Lenders always require complete and detailed financial statements and projections before they will show you the money.
Help you easily keep compliant with federal, state, county and local governing agencies.
Make tax season a breeze! Since you will have done tax planning throughout the year, you will already know your tax bill. Your records can be easily sent, complete and accurate, to your accountant for tax preparation. You will make his or her life (and your invoice from them) much easier.
Allow you to sleep like a baby at night! You won't be tossing and turning in turmoil because you will always know where you stand.
Think about this: Every $100 you don't keep track of will cost you $15 to $60 in additional tax.
Find more business accounting and tax resources at www.BusinessAccountingBasics.com
Tina Marino
Minister, Author, Speaker, Business Broker
tina@tinamarino.com
Article Source: http://EzineArticles.com/?expert=Tina_Marino
When I taught the Small Business Tax & Accounting Workshops at the SBA's Small Business Development Center, the one thing I was emphatic about is the need to keep good records. I must've sounded like a broken record to the attendees! But, it is true. While you may groan about it and even hate it, record keeping is vital to the heartbeat of a business.
Benjamin Franklin said that there is nothing certain but death and taxes. The bible says that we should render unto Cesar what is Cesar's. Both are true statements. However, though we must pay taxes we need to be sure to not pay one shekel more than we have to!
Good record keeping will:
Help you pay only the taxes you actually owe. By having an up-to-date and accurate set of books, you will be able to do very precise tax planning which will allow you to keep more of your hard-earned money in your own pocket.
Give you all the information you need to make sound business decisions. It can track cycles in your sales, tell you which products or services you should keep and which you should stop selling, allow you to decide whether to hire new employees or let some go, and more.
Allow you to prepare detailed budgets and forecasts. If you know where you've been and what it cost, you are able to project more accurately.
Provide you a historical record of your business. The longer you are in business, the more important and informative looking back on your progress will be.
Assist you in obtaining bank loans, lines of credit, vendor credit, and more. Lenders always require complete and detailed financial statements and projections before they will show you the money.
Help you easily keep compliant with federal, state, county and local governing agencies.
Make tax season a breeze! Since you will have done tax planning throughout the year, you will already know your tax bill. Your records can be easily sent, complete and accurate, to your accountant for tax preparation. You will make his or her life (and your invoice from them) much easier.
Allow you to sleep like a baby at night! You won't be tossing and turning in turmoil because you will always know where you stand.
Think about this: Every $100 you don't keep track of will cost you $15 to $60 in additional tax.
Find more business accounting and tax resources at www.BusinessAccountingBasics.com
Tina Marino
Minister, Author, Speaker, Business Broker
tina@tinamarino.com
Article Source: http://EzineArticles.com/?expert=Tina_Marino
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