Minnesota Municipal Beverage Association Newsletter
(December 23, 2012 - December 29, 2012)
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As I See It...

Happy New Year                         

 

I hope everyone had a good holiday.

 

Right now I am getting ready for the January 1st inventory done by the council.

 

Yes we do cycle counts, but our auditor insists that the council take an inventory. It is pretty hectic for a few hours while they try to figure out where everything is and if they have counted everything. A little organizing by me and my staff can make this process a lot easier.  

 

This is also the first introduction for any new council person coming on board. It is a start to them learning about the muni and it's operation.

 

Soon it will the quiet time of the year. The days are short and nights are long and usually for us it is the slow time of the year.

 

This is the time of the year that I plan events for the upcoming year.

 

I review what we did last year, what worked, what didn't and what we can improve on. I keep notes on all events and use them for references. I am always looking for new things to do and new things to add to events we already do.

 

A customer was telling me about a hot poker inserted into a mug of heavy beer. This caramelizes the sugar in the beer and causes it to foam up changing the flavor of the beer. Craft beers work well for this.

 

At the event they were at they also served mulled wine which is red wine heated  with fruit such as oranges and spices added to it.


I think this would be fun to add to our Fall Fest.

 

This is also the time of year I book bands and karaoke. I have the best chance of getting who I want, when I want, if I book soon. I then make an event calendar and e-mail it to our customers. This gives them a chance to plan which events they want to attend.

 

Hope you have a great New Year!

 

Toni Buchite

50 Lakes Bar & Bottle Shop

Understanding Profit & Loss

(Income & Expense) Reports

Financial Report  

 

By MMBA Conference presenter Tom Shay

 

While there are many types of financial statements, the profit and loss statement is what most business owners choose to watch most closely.

 

The profit and loss statement tells the story of what has happened in the business during the accounting period whether it is a month or year. As compared to other financial statements, the profit and loss statement is much easier to read and understand.

 

Let's look at a profit and loss statement as it would be created for a single month and see what we can learn.

 

The first part of the statement contains the revenue, or sales of the business. It may be stated in one line, or can be broken down according to how the sales occurred - cash, bankcard, or 'house' charge account.

 

The second line of information is probably the most confusing aspect - 'cost of goods sold'. What is commonly thought to be a number equal to the amount of inventory purchased is not the case. It is what the name implies; it is the cost of goods sold and not the cost of goods purchased.

 

It is a mathematical calculation that begins with the amount of inventory, at cost, on the first day of the month. Added to that amount is the cost of the inventory purchased, at cost, during the month, and then subtracting the amount of inventory on hand, at cost, on the last day of the month. The resulting answer is the 'cost of goods sold' and is stated as a dollar amount.

 

The third line of information is the gross profit. It is calculated by subtracting the cost of goods sold from the revenue. The gross profit is stated in dollars and cents. With many profit and loss statements to the right of this dollar amount is the same information stated as a percentage and is referred to as the gross margin.

 

The next section of the statement is the one most people are familiar with. It is the operating expenses. Things such as rent, payroll, utilities, advertising and all of the other expenses associated with operating the business are listed here.

 

In listing the expenses, they can be arranged in any sequence. Traditionally, expenses that are related are grouped together. As an example, the telephone, water, gas and electric bills would be sequentially listed as they are all occupancy costs. They would be shown on the profit and loss statement next to other occupancy expenses such as rent or mortgage payment and property taxes.

 

The proper sequence is that which helps the owner to best understand the profit and loss statement and to make the appropriate decisions about the business. All of the expenses are added together for a summation of 'total operating expenses' that is then subtracted from the gross profit amount.

 

There is one item that does not appear as an expense. Even though checks are written for inventory through the month, inventory is not an expense. The inventory that is paid for during the month is a part of the cost of goods sold calculation that we have previously explained.

 

As with the gross profit and gross margin, each of the operating expenses is likely to be stated as a percentage as well as in a dollar amount. When stated as a percentage, that operating expense percentage is referencing the revenue. As an example, if the dollar amount of rent is also 8%, this indicates that 8% of each dollar of revenue goes toward paying the rent.

 

These percentages are important to monitor as there exists industry guidelines to help an owner measure the success of their business. Continuing our rent example, if guidelines show to this owner that rent should be approximately 5%, we can see that the rent is too high with regards to the revenue. There exists several possibilities for solutions; negotiating for a lower rent, increasing revenue, or finding other expenses that can be lower than industry standards so that operating expenses as a whole will be in line.

 

As we subtract the operating expenses from the revenue, the resulting number is the net profit for the month for the business. And again, the net profit is stated as a dollar amount and as a percentage.

 

The purpose of the profit and loss statement is not to just eat up your time and give an accountant something to do. Instead it is meant to be a tool that you can and should utilize as an integral part of your management decision process. And as we mentioned in a previous column, your profit and loss statement is the starting point for your creating a budget and a projectionary cashflow chart.

Without it, you are just hoping that what you have done in the past will continue to work or that the mistakes you have made will not repeat themselves. And as the title of a book suggests, "Hope is not a Strategy."

  

Editor's Note: One difference between the private and municipal liquor sector is the role of depreciation.

 

According to the Internal Revenue Service, "Depreciation is an income tax deduction that allows a taxpayer to recover the cost or other basis of certain property. It is an annual allowance for the wear and tear, deterioration, or obsolescence of the property.

 

Most types of tangible property (except, land), such as buildings, machinery, vehicles, furniture, and equipment are depreciable."

 

Cities / municipal liquor operations do not pay taxes, yet depreciation is routinely listed as an operating expense that directly impacts net-income amounts.

 

This is important since the success of municipal liquor operations is based on net-income numbers.

 

In fact, according to state statute, "In any city in which the report of the operations of a municipal liquor store has shown a net loss prior to interfund transfer in any two of three consecutive years, the city council shall, not more than 45 days prior to the end of the fiscal year following the three-year period, hold a public hearing on the question of whether the city shall continue to operate a municipal liquor store."

 

Consequently, because of depreciation a city may show negative net-income (and have to have a public hearing) even though there is an increase in the amount of money in the bank. These increases are usually shown in a "Retained Earnings" or similar line item in a different financial statement and rarely shown in an profit and loss statement footnote.

There is a difference between losing and failing. Losing reflects the score. Failing reflects your attitude.
Future Dates to Remember!!

2013 MMBA / MLBA Legislative Day

 

January 28, 2013

St. Paul, MN

 

Click Here for Details

 

 2013 MMBA Boot Camp 

 

February 19 & 20, 2013

Breezy Point Resort

 

Click Here for Details

 

2013 MMBA Annual Conference

 

May 18 - 21, 2013

Arrowwood Resort

Ask A Director

Gary Buysse
Rogers
763-428-0163

Cathy Pletta
Kasson
507-634-7618
  
Vicki Segerstrom
Milaca
320-983-6255
  
Brian Hachey
Stacy
651-462-2727

Nancy Drumsta
Delano
763-972-0578

Lara Smetana
Pine City
320-629-2020

Michael Friesen
Hawley
218-483-4747

Tom Agnes
Brooklyn Center
763-381-2349

Steve Grausam
Edina
952-903-5732

Toni Buchite
50 Lakes
218-763-2035

Brenda Visnovec
Lakeville 
952-985-4901
 
Bridgitte Konrad
North Branch
651-674-8113
  
Shelly Dillon
Callaway
218-375-4691
  
Karissa Kurth
Buffalo Lake
320-833-2321
 
Paul Kaspszak
MMBA
763-572-0222
1-866-938-3925

 
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