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Can You Walk the Walk if You Can’t Talk the Talk? Improve Your Financial Vocabulary
Accounting is the language of business. Getting more information from your accountant than just pages of numbers in the form of monthly reports requires that you know the language. For many owners, that means acquiring a new vocabulary complete with terms like “gross margin,” “key performance ratio,” and “break-even analysis.” Unfortunately, many business owners are intimidated by the language or choose to ignore it altogether. They ignore the financial performance of their company, delegate it to an employee, or outsource it. Understanding the fundamental financial concepts gives owners a much better chance of prospering in today’s challenging economic environment.

Is Your Bank Ready to Call Your Loan?
In today business economy, financing is more difficult than ever to obtain and banks are looking for ways to increase their liquidity by shedding some of their "problem" accounts. Here is an actual story of what happened to one business owner. It will give you insight into your own banking relationship.

Transformation Opportunities are All Around Us
Business transformation is as natural as business growth - and just as inherent in any company's lifecycle. Transformation is all around us. Businesses transform themselves every day. Transformation is not just about big bangs and massive changes. Transformation happens so often that we often don't even recognize it as transformation.

Using Employee Engagement & Satisfaction Data to Strengthen Company Performance
Article discussed the differences between employee satisfaction surveys and employee engagement surveys as they relate to company performance.
Fail Quickly To Succeed Fast
Almost every business owner has a continual supply of new ideas. But most of them never follow through on even one of those ideas. It's like they leave what could be the key to their future success locked up in a closet somewhere - never letting it see the light of day. Over the years, my experience has been that business owners are so reluctant to try out their new ideas because they don't have a simple way of testing them in an easy and low-risk manner. They (wrongly) believe that they would need to make significant changes in how their business runs in order to test an idea. And if that idea proves to be less-than-ideal, they are scared they will have hurt their business. But it doesn't have to be that way. They can apply "quick-failing" tactics to easily and safely test new ideas
Franchisor Best Practices
Once your franchise program is under way, you will want to work to improve the quality of your system. Here are some best practices that you should consider.
Franchise Resales Part II - Due Diligence Tips
This is the second of a two part series dedicated to helping people better understand the give and takes of investing in a franchise resale.
10 reasons why you need an Expert’s Advice
As the retail industry is growing, more and more people are coming in. It is sad to say, but a very few survives. Most of them change their course of business or shuts down. It is found in a survey that one of the top 5 reasons why a retail shuts down is poor domain knowledge.
Business Forecasting
Developing a business forecast provides management with strategic and operational insight leading to improved business performance.
Uncover your companys key value drivers
Many tangible and intangible qualities can enhance a buyer’s perceived value of a company, help close the deal and even land a higher-than-expected purchase price. These key value drivers vary by company, industry and buyer needs, but often include proprietary technologies, market position, brand names, diverse product lines and patented products. But most buyers also look for companies with solid, diversified customer bases, realistic growth strategies and effective management.

Professional Sales Management - Key to Sales Success
In an environment where customer demands predominate, because competition is both relentless and increasingly international, the world of selling must accommodate a dramatically changed world of buying. Critically, sales management must catch up to this new world of selling. All too often, many sales forces are populated by dispirited, burned out salespeople and managed by short-term-oriented and narrowly focused sales managers. Indeed many sales forces are managed as if it were 30 years ago and the sales managers themselves were salespeople doing the work, instead of orchestrating the action.

Put Your Money Where Your Metrics Are
The author discusses how to Link Customer Experience to Employee Evaluation, Rewards & Recognition Within A Culture of Accountability.
Franchise Financial Performance
Your status as either a potential purchaser or merely a curious member of the public partially determines the amount and quality of information you'll be able to discover about the financial performance of a specific franchise. Potential purchasers are able to find out about a franchise's financial performance via the Federal Trade Commission's (FTC) Franchise and Business Opportunity Rule. Under the Franchise and Business Opportunity Rule, franchisors are required to make a series of detailed disclosures to potential purchasers, either in the Uniform Franchise Offering Circular (UFOC) form or in the form provided by the rule.
Planning for Success
The first question many small businesses ask themselves is "why bother performance analysing and planning, things seem to be going ok. Besides, it's too hard and I don't have the time or know exactly where to start!"

Franchisee performance
High performing franchisees are vital to the franchisors success. Franchisors need to operate effective support systems to minimise poor network performance.
Is a Gym Franchise Opportunity for You?
Once you’ve done the research and decided that buying a franchise is the right business opportunity for you, the next step is choosing a franchise. But with so many franchises available in so many different industries, how do you narrow down the selection? First, think about your personal interests. No one wants to run a business he finds uninteresting. For example, if you hate math and crunching numbers, an accounting franchise probably isn’t your best bet. Instead search for businesses that you think would be fun to manage.
CFO vs. Controller: Understanding the Differences
There are two primary types of financial leadership within top organizations: the CFO and the Controller. Many growing organizations do not have a clear understanding of the two positions, often overlooking the value that a CFO could bring to their business. To determine what level of financial leadership an organization requires, a Controller and/or CFO, it is first important to decipher the differences between the two roles.

Other financial performance Related Articles

Do You Know and Plan For The 3Rs for Your Business
Everyone is familiar with the 3-R’s from school – reading, ‘riting and ‘rithmetic. This was our first introduction to an effective performance model. As proficiency increased in each R, performance was further enhanced. Effective performance models by their very design are a continuum that automatically raises performance to the next level.

Managing Employees Performance
Measuring employee performance has come a long way from the annual performance appraisal to an on-going performance management process. In the past, managers and employees met once a year for the annual performance appraisal (review) to look back at the work done during the previous year and to evaluate what was accomplished. Human resources managers, managers/ supervisors and employees have come to realize that only looking back does little to improve performance. In recent years, there has been a shift away from performance appraisals to a more comprehensive approach called performance management.

Achieveing Fair Financial and NonFinancial Rewards
Employee motivation and performance management depend on good systems that offer both financial and non-financial rewards (non-monetary rewards). This performance management article applies to all organisations. Constant change and high expectations are taking their toll in some organisations, as well as in industry and government generally. Sometimes this is shown in employee turnover. Sometimes it is hidden because of job insecurity. Rewards and remuneration must be scrutinised. Employee motivation and performance are critical. Non-monetary rewards can be as important as monetary rewards. A good rewards and remuneration system ensures that each person receives appropriate financial and nonfinancial recognition to account for the personal contribution they are making and the overall value of their position to the organisation.
Improve your business with key performance indicators (KPIs)
For those of you who are constantly looking for ways to better manage and improve your business, key performance indicators could prove to be a good solution. Key performance indicators, also known as KPI’s, are financial and non-financial measurements that help a business understand how much progress it has made in achieving its goals. Before KPI’s are established, however, a business must clearly establish its mission, goals, and stakeholders.

Managing Performance: How To Conduct A Performance Review Right
One of the most common questions we get asked is: "We need to do annual performance reviews. Do you have a performance review form that we could use?" While admirable that the need to conduct a performance review is recognized, the purpose is often lost in the frenzy of filling out forms, setting up meetings with employees, and sitting through awkward, contrived discussions with them about their performance. The performance review is about managing and improving performance. It should be a motivating, inspiring process conducted not just once a year, but on a regular basis. In this article, we'll discuss how to effectively manage performance and provide tips for how and when to conduct a proper performance review.
Franchise Financial Performance
Your status as either a potential purchaser or merely a curious member of the public partially determines the amount and quality of information you'll be able to discover about the financial performance of a specific franchise. Potential purchasers are able to find out about a franchise's financial performance via the Federal Trade Commission's (FTC) Franchise and Business Opportunity Rule. Under the Franchise and Business Opportunity Rule, franchisors are required to make a series of detailed disclosures to potential purchasers, either in the Uniform Franchise Offering Circular (UFOC) form or in the form provided by the rule.
Credit Crunch vs Manufacturing and Construction
discussing the financial crisis and the emerging requirements of performance bonds
Can You Walk the Walk if You Can’t Talk the Talk? Improve Your Financial Vocabulary
Accounting is the language of business. Getting more information from your accountant than just pages of numbers in the form of monthly reports requires that you know the language. For many owners, that means acquiring a new vocabulary complete with terms like “gross margin,” “key performance ratio,” and “break-even analysis.” Unfortunately, many business owners are intimidated by the language or choose to ignore it altogether. They ignore the financial performance of their company, delegate it to an employee, or outsource it. Understanding the fundamental financial concepts gives owners a much better chance of prospering in today’s challenging economic environment.

4 Ways to Increase Your Financial IQ
Having a high financial IQ means the most when it comes to your financial success. A high financial IQ means you make smart financial decisions and take the right action to better your financial circumstances. Here are four ways to begin building your financial IQ today!:
The Changing Role of Board Involvement in Corporate Strategy
Up until the early-2000‘s, corporate boards might have rubber-stamped their approval of the CEOs strategic plan without the need for much involvement in its formulation. They were largely content with rewarding profitability or handing out consequences for losses - all based on the rear-view mirror perspective of financial performance. In the United States, that changed with the arrival of the Sarbanes-Oxley Act of 2002, which required board members to pay far more attention than before to the goings on within their organizations. At that point, the stakes were raised in regard to board responsibly for managing the CEOs job performance, overseeing financial reporting and supervising risk management. Their legal liability to shareholders increased significantly.
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