Planning

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Clever Ways Your Employees Can Steal from You

By Anna Masker In standard16th March, 2018 Clever Ways Your Employees Can Steal from You

How employee theft can manifest in surprising ways – and what to do about it “Clever!”  I thought. A colleague of mine was relaying how her client’s bookkeeper stole hundreds of thousands of dollars from the owners. This theft went undetected for months until the government called looking for their payroll taxes. That business went

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It’s OK to Discriminate:

By Anna Masker In standard14th March, 2018 It’s OK to Discriminate:

Avoid growing into bankruptcy by getting choosier about the clients you take on and retain In business, growth is a great thing. And new clients, customers, and revenue streams are always welcome additions to any expanding company, right? Not so fast. If you are running a business – especially a rapidly growing one – it’s

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How much should you have in cash reserves?

By Anna Masker In standard31st August, 2017 How much should you have in cash reserves?

Hurricane Harvey has caused a tremendous amount of damage in Houston, TX.  Unfortunately, many of these businesses are relying on their insurance to cover the damages.  However, many business owners may be disappointed that their policies have exclusions that leave them holding the bill for much of the rebuild and repair.  Sadly, many of these

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You can’t run your business by looking at your bank balance

By Anna Masker In standard4th August, 2017 You can’t run your business by looking at your bank balance

Is this how you check on the health of your business? Step 1: Log in to your bank. Check the balance. Do a few small calculations in your head. Breathe a sigh of relief or panic and make a few phone calls. Step 2: Check sales numbers. Do a few small calculations in your head.

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How to develop effective KPIs to drive your business

By Anna Masker In standard14th July, 2017 How to develop effective KPIs to drive your business

In our last post we talked about how you can kill the effectiveness of your Key Performance Indicators (KPIs) by trying to measure too many of them. I think that a big reason why business owners overdose on KPIs is that they don’t know how to develop a meaningful KPI, and fall into the trap

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Killing KPIs

By Anna Masker In standard27th June, 2017 Killing KPIs

There is a new epidemic hitting businesses today.  Many companies are overdosing on, of all things, KPIs. Business owners can easily kill the effectiveness of their KPIs by trying to measure too many of them at the same time. When an owner first starts using KPIs, they often go crazy. “What gets measured gets done,” they think. Many

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Why doing client work is bad for your business

By Anna Masker In standard16th June, 2017 Why doing client work is bad for your business

I looked at my calendar, and 75% of the month was color-coded blue. I knew that was very bad. Blue on my calendar=client work. And me doing client work is bad for my business. If I had to guess, you doing client work is bad for your business too. I’ve been color-coding my calendar for

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Growing your way into bankruptcy

By Anna Masker In standard4th May, 2017 Growing your way into bankruptcy

“PAUSE, PAUSE, PAUSE!!!” I was yelling at the remote and pushing every button.  I had somehow put the TV show my husband and I were watching  in fast-forward mode.  Exasperated, I tossed the remote to my husband who deftly found the pause button and stopped the madness.  After he stopped laughing, he revoked my remote

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It’s more than flipping a switch

By Anna Masker In standard21st April, 2017 It’s more than flipping a switch

“It can’t be THAT hard…”  That was the unspoken message my prospect was giving me over the phone. I knew where this was heading. It was leading to a “thanks, but we can do it ourselves” conversation.  I knew it would have taken them a lot longer, a lot more energy, and a lot of trial and error

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The miraculous multiplying dollar

By Anna Masker In standard15th March, 2017 The miraculous multiplying dollar

The math wasn’t working out.    Our client just relayed to us what he was going to do with the profits of the large account they just landed.  But when we added up how he was going to divvy up the profits, he basically was spending the same $100,000 six times over.    We call

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