Business management on the spot

Content

1. Analysis
2. Organisation
3. Financial accounting / accountancy
   1. Set up of an in-house financial accounting
      1. With companies which are not registered in the commercial register.
      2. With companies which are registered in the commercial register.
4. Cost accounting
5. Calculations
6. Controlling
7. Support with compensation transactions and barter-Trade (support of national and international commercial relations and business connections)

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1. Analysis

At first it is necessary for us to get to know your company. In addition conversations with you and, maybe, with your employees are necessary just as an inspection of your company. The result will be the actual situation of your company and the possible action demand.

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2. Organisation

Set up of a in-house organisation structure. It has an outstanding importance for the set up of a cost accounting and the Controlling.
In most cases this point will be proceeded within the analysis.

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3. Financial accounting / accountancy

Set up of an in-house financial accounting

• With companies which are not registered in the commercial register.

Set up of a cash based accounting

Here it is about the capture expenses and revenues. These are an income (e.g., invoices [turnover]) and expenses (material, personnel expenditure) which have resulted in your company. The balance (income ./. Issues) proves the profit or the loss. Also the monthly payable sales tax will be generated.

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• With companies which are registered in the commercial register.

Set up of an accountancy according to German Commercial code (HGB)

This means for you that on the one hand a balance is built up. This balance exists of active balance accounts (capital assets (e.g., computer), current assets (e.g., demands which you have towards your customers) and the active deferral posts (expenditures of the next business year which are paid in the current business year; e.g., the rent for the subsequent month). These positions prove the assets side of the balance. Therefore the balance also has a debit side which exists of the passive accounts. In addition belong the company capital (e.g., annual profit /-deficit), the transfers to reserve (e.g., a trade tax transfer to reserve), the obligations (e.g., obligations towards suppliers) and the passive deferral costs (income of the current business year which are registered in the next business year as revenues; e.g., pre-payment of a customer). On the other side a profit and loss account is furnished. It shows revenues (e.g., turnover) and expenditures (e.g., cost of materials) of a certain period, in particular of one business year, and thereby expels the kind, the height and the source of the company success. If the revenues predominate, the success is a profit, otherwise a loss. Here the single expenses and revenues on the suitable accounts are booked.

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4. Cost accounting

The cost accounting is a part of the " internal accountancy “, and is defeated in comparison to the financial accounting hardly by legal regulations. Here the success (profit or loss) is determined on the basis of economic key figures.

It receives your raw data from the financial accounting, the company statistics, from external sources as well as by own position (e.g., imputed costs), and subdivides itself into three steps:

1. Cost-type accounting (What for costs have resulted?)
2. Cost centre accounting (Where the costs have resulted?)
3. Cost unit accounting (for whom the costs have resulted? For a customer order?)

The cost accounting serves

• the economic efficiency control of the cost centres, processes, the company
• Production of base information for decisive calculations (e.g., policy on prices)
• Post calculation and assessment of cost units
• Fixing of prices

The real entrance begins with the set up of an in-house cost accounting in the Controlling.

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5. Calculations

Calculation sheets for

1. hourly rates of the employee, the machines
2. Surcharge for material
3. Fixing of prices
4. Cybernetic calculations

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6. Controlling

• Set up of an in-house controlling system

Just in the today's time where the competition becomes harder and harder, it is essentially for a company to think about what it wants to do in the future. So the company must plan (planning is the anticipation of future action). In addition there is a very efficient tool, the Controlling.

Controlling encloses the coordination and control of a company, and is a part of the top-management. Controlling supports the company by the planning results-oriented and conversion of company activities. In addition in the Controlling data (from all areas/divisions) are collected, prepared and analyzed.

We would like to set up with you together a business planning which among others contains the following factors:

1. A comprehensive analysis of the data from the single company areas
2. A potential analysis (strength weakness analysis)
3. turnover planning and sales planning
4. Personnel planning incl. manufacturing planning (hours)
5. Investment plan/financing plan/cash budget
6. Overhead cost planning
7. Direct costing

From it follows the set up of a monthly reporting. This can have the following set up:

1. Sales movement and order movement
2. Monthly income statement incl. accumulated representation
3. Cost variance analysis (confrontation plan-data with actual-data)
4. Value added statement
5. Direct costing report
6. Company statistics (e.g., hourly statistics)
   

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7. Support with compensation transactions and barter-Trade

(support of national and international commercial relations and business connections)

• Compensation transactions, tie-in sale
  Agreement with which an import is coupled with an export business. Compensation transactions enclose as a rule two separate contracts, independently of each other unwound and in convertible currency are fulfilled. The basic form of the compensation transaction is the parallel deal (counter deal), with itself the exporter obliges, to importgoods in the value of a certain percentage of the supply agreement from the partner land and to export if necessary in third countries, and import and export contract are completely independently of each other. By the repurchase business (Buy Buy-back-business) one partner delivers machines and arrangements whose value he gets back all or part from often delivery durable for years from with it to provided products. If the export of goods becomes with other ones cooperation forms (e.g., direct investments, joint-ventures) tied up, than it is offset. If financial transactions play no role and only goods become on the base of a contract against goods exchanged, than it is a barter trade (Barter trade).
  

Such businesses are adjusted as a rule by the single countries. In the European Union these are, e.g., Denmark, Spain and Greece. In Asia, e.g., Jordan and Vietnam (they prefer barter-Trade, because it concerns poorer lands).

These countries have guidelines in which is explained, what must be fulfilled to get an order. For example is there fixed,

from which order value,
by which amount,
in which time
and especially also how

must be compensated.

Then exporters often do themselves very hard to fulfill these guidelines.

Our support can be defined as follows:

Seeking for

1. cooperation partners in the country of the customer
2. Fulfillment assistants
3. Alternatives (e.g., open to the offer calculation [What could be produced in the land of the principal?])
4. Buyers of the products from the country of the customer (with barter-Trade)

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