Auditor VS Management company: when which instrument to choose
Let us recall that in addition to the general meeting of its members, the board of directors and the director, the structure of the company’s management bodies can include the Auditor, whose importance for the founder of a medium-sized business has been undeservedly forgotten. But it is precisely the Inspector who can become the eyes and ears of the owner, controlling the activities of a team of hired top managers.
Often, the owner of a business, and even more often the owner of several businesses, thinks – it would be good not to take part in the current operational activities, entrusting routine processes to hired top management. Continue reading
Operating leverage: what happens to profit margins if revenues fall. And if it grows up?
Usually business owners are interested in two interrelated indicators: revenue and profit. Revenue shows how much the company earned, and profit shows how much is left after deducting expenses.
Most likely, if the revenue is higher, then the profit will increase. On the contrary, it also works: if the revenue falls, then the same will happen with the profit. And everything would be very simple if there was a direct relationship between the indicators. But no: the revenue may sink just a little, and this will lead to large losses. Continue reading
Direct and indirect costs or why it is impossible to count net profit by line of business
In companies with several divisions and branches, it is difficult to calculate the profit of each. You can subtract all expenses from all income and get some value. But this approach is not entirely correct. Rather, it would be to understand the direct and indirect costs, calculate the gross profit and only in this way determine the efficiency of the business.
Why exactly and what all these parameters mean – we will consider in this article. Continue reading
The second rule of building a group of companies without signs of artificial fragmentation.
The second rule concerns what tax lawyers and consultants usually call a “business goal”, which taxpayers often start looking for exactly at the moment when they receive a notification about the appointment of an on-site tax audit.
What usually goes wrong:
there is no causal relationship between decisions made to change the legal structure of a group of companies and changes in the effectiveness of business processes; Continue reading
The third rule for building a group of companies without signs of artificial fragmentation.
Let’s turn to business process notation again. Earlier we decided on the inputs, the activity itself, and the outputs (goals). However, in arbitration practice on artificial fragmentation of a business, there are several criteria at once for charges related to management and ownership. Rule # 3 is about management and owners.
What’s wrong here:
in order to avoid interdependence between the companies of the group, so-called proxies are introduced into the ownership structure – nominal, that is, they do not really participate in business processes, packaged in a specific legal entity. Continue reading
