Profit And Loss Account Quotes

No, you're not free," he said. "The string you're tied to is perhaps no longer than other people's. That's all. You're on a long piece of string, boss; you come and go, and think you're free, but you never cut the string in two. And when people don't cut that string . . ." "I'll cut it some day!" I said defiantly, because Zorba's words had touched an open wound in me and hurt. "It's difficult, boss, very difficult. You need a touch of folly to do that; folly, d'you see? You have to risk everything! But you've got such a strong head, it'll always get the better of you. A man's head is like a grocer; it keeps accounts: I've paid so much and earned so much and that means a profit of this much or a loss of that much! The head's a careful little shopkeeper; it never risks all it has, always keeps something in reserve. It never breaks the string. Ah no! It hangs on tight to it, the bastard! If the string slips out of its grasp, the head, poor devil, is lost, finished! But if a man doesn't break the string, tell me, what flavor is left in life? The flavor of camomile, weak camomile tea! Nothing like rum-that makes you see life inside out!

Millions of business people are each constantly forced to choose between their desire to not be a bad person and their desire to be a good business person, that is to say, to make as much money as they possibly can by maximizing their revenue while minimizing the cost of producing whatever it is that they sell.

Liquidity is important to investors. When opportunities arise, businesses need to have sufficient cash available in order to act on the opportunity promptly. Having sufficient cash available can also serve as protection against losses or a tool with which the business acquired solutions in the event of crises. We like to see that businesses have a sufficient amount of available cash.

Depreciation, which appears as an expense on the Profit & Loss Account, is the consumed portion of an expenditure.

The worst of what is called good society is not only that it offers us the companionship of people who are unable to win either our praise or our affection, but that it does not allow of our being that which we naturally are; it compels us, for the sake of harmony, to shrivel up, or even alter our shape altogether. Intellectual conversation, whether grave or humorous, is only fit for intellectual society; it is downright abhorrent to ordinary people, to please whom it is absolutely necessary to be commonplace and dull. This demands an act of severe self-denial; we have to forfeit three-fourths of ourselves in order to become like other people. No doubt their company may be set down against our loss in this respect; but the more a man is worth, the more he will find that what he gains does not cover what he loses, and that the balance is on the debit side of the account; for the people with whom he deals are generally bankrupt,—that is to say, there is nothing to be got from their society which can compensate either for its boredom, annoyance and disagreeableness, or for the self-denial which it renders necessary. Accordingly, most society is so constituted as to offer a good profit to anyone who will exchange it for solitude. Nor

What is a price? It is a proposed point of agreement between a buyer and seller. The proposal is the key. It is not a marching order. Past prices represent deals done in history. Current prices represent possible deals in the future. Prices embed vast information about perceived realities: resource availability, consumer demand, cultural biases and habits, speculations about the future. The price is also an amazing tool. It provides an objective basis for accounting and the assessment of profit and loss. Without prices, real prices rooted in real market experience, we’d been lost.

Having seen several hundred lease agreements entered into by people I have counseled, my financial calculator confirms that the average interest rate is 14 percent. Shouldn’t you lease or rent things that go down in value? Not necessarily, and the math doesn’t work on a car, for sure. Follow me through this example: If you rent (lease) a car with a value of $22,000 for three years, and when you turn it in at the end of that three-year lease the car is worth $10,000, someone has to cover the $12,000 loss. You’re not stupid, so you know that General Motors, Ford, or any of the other auto giants aren’t going to put together a plan to lose money. Your fleece/lease payment is designed to cover the loss in value ($12,000 spread over 36 months is equal to $333 per month), plus provide profit (the interest you pay). Where did you get a deal in that? You didn’t! On top of that, there is the charge of 10 to 17 cents per mile for going over the allotted miles and the penalties everyone turning in a lease has experienced for “excessive wear and tear,” which takes into account every little nick, dent, carpet tear, smudge, or smell. You end up writing a large check just to walk away after renting your car. The whole idea of the back-end penalties is twofold: to get you to fleece/lease another one so you can painlessly roll the gotchas into the new lease, and to make sure the car company makes money.

Although while speaking and writing many of us use the words expense and expenditure interchangeably, in accounting they have separate meanings. Expenditure refers to spending, or the outflow of money. We have seen that when money is spent, we either incur an expense or we create an asset. This makes expenditure broader in scope than expense. Expenditure encompasses both expenses and assets. If you thought I had made a loss you probably calculated Profit as Income minus Expenditure instead of Income minus Expense!

[T]he just society is one in which each man may seek the things which belong to his nature. By contrast, a system of economic totalitarianism treats the industrious and the idle, the able and the stupid, as if they were alike--which is contrary to the laws of justice. . . . American society is imperfect; but all human societies are imperfect in some degree. The American economy has its faults; but they are faults that may be modified. A free economy, because of its opportunities for choice and competition, has always within it the possibilities of improvement; it does not repress the reformer. But a totalitarian economy, hostile to any sort of criticism, founded on envy and terror, cannot amend its ways without ceasing to be; it leaves no room for prudent reformation. When something in a free economy goes wrong, there is temporary trouble, but the variety of talents and the elasticity of the economic structure make mending fairly easy. When, however, something in a totalitarian economy goes wrong, there is general and serious suffering, because the master-plan of the regimented economy is inelastic and arbitrary. The free economy, in such conditions, penalizes only a few by loss of profit, or resort to bankruptcy. But when the totalitarian economy is brought to account for its mistakes, it seeks scapegoats; and the concentration camp substitutes for the bankruptcy-court.

As people come to understand the environmental damages being caused by carbon and industry pollutants, there is a call for "full-cost accounting." This is an effort to include the adverse environmental costs of manufacturing and other production in the price of producing those items--from the cost of cleanup to the health impacts of carbon pollution. Currently, companies' profit-and-loss statements don't account for these and other costs, which are paid for by us all, and disproportionately by the poor and vulnerable. By failing to pay for the real cost of production, by misrepresenting or ignoring the vast consequences of some of their work, certain businesses and corporations have pursued paths that are at odds with the interests of society. A greater movement toward full-cost accounting is critical if we are going to align business decisions with what is in the best interests of future generations...

Sometimes, as in the case of the copper companies, the nationalizations were achieved through legislation that won overwhelming support. (By now, no one in Chile loved the American companies; even the head of Chile’s Roman Catholic bishops declared that nationalization was right and just.) At other times the methods skirted or even overstepped the bounds of legality. The government would simply approve the seizures of farms and factories, one of those “loopholes” Allende was relying on. Perhaps the most important—and pernicious—method was by squeezing the companies economically, as he tried to do with El Mercurio. The government had the authority to approve price hikes and wage increases. Companies that were targets for takeovers were prohibited from raising their prices but were forced to raise their workers’ pay. Moreover, as the government extended its control of the banks, credit for distressed companies dried up. Forced bankruptcies were a favorite tool of Allende’s Socialists. And who was there to run these companies once they were taken over? Ambassador Davis reports: “Government-appointed managers were usually named on the basis of a political patronage system that would have put Tammany Hall to shame.” Many formerly profitable companies were soon incurring heavy losses. In the countryside, where peasants—often illiterate—were seizing control of the estates, there was resistance even to the simplest methods of accounting and cost calculation. As Allende told Debray, “We shall have real power when copper and steel are under our control, when saltpeter is genuinely under our control, when we have put far-reaching land reform measures into effect, when we control imports and exports through the state, when we have collectivized a major portion of our national production.” But it wasn’t just the economy that Allende was trying to control. He was also taking steps to centralize the government and restrict political freedom. He saw his most important political reform as replacing the bicameral legislature with a single chamber in order to strengthen the presidency and weaken congress’s ability to block his objectives. It would also have the power to override judicial decisions. He called the proposed new body the “People’s Assembly,” but he never gained sufficient support from the “people” to call a plebiscite on the question.

some small counting house on the coast, in some Salem harbor, will be fixture enough. You will export such articles as the country affords, purely native products, much ice and pine timber and a little granite, always in native bottoms. These will be good ventures. To oversee all the details yourself in person; to be at once pilot and captain, and owner and underwriter; to buy and sell and keep the accounts; to read every letter received, and write or read every letter sent; to superintend the discharge of imports night and day; to be upon many parts of the coast almost at the same time—often the richest freight will be discharged upon a Jersey shore;—to be your own telegraph, unweariedly sweeping the horizon, speaking all passing vessels bound coastwise; to keep up a steady despatch of commodities, for the supply of such a distant and exorbitant market; to keep yourself informed of the state of the markets, prospects of war and peace everywhere, and anticipate the tendencies of trade and civilization—taking advantage of the results of all exploring expeditions, using new passages and all improvements in navigation;—charts to be studied, the position of reefs and new lights and buoys to be ascertained, and ever, and ever, the logarithmic tables to be corrected, for by the error of some calculator the vessel often splits upon a rock that should have reached a friendly pier—there is the untold fate of La Prouse;—universal science to be kept pace with, studying the lives of all great discoverers and navigators, great adventurers and merchants, from Hanno and the Phoenicians down to our day; in fine, account of stock to be taken from time to time, to know how you stand. It is a labor to task the faculties of a man—such problems of profit and loss, of interest, of tare and tret, and gauging of all kinds in it, as demand a universal knowledge. I have thought that Walden Pond would be a good place for business, not solely on account of the railroad and the ice trade; it offers advantages which it may not be good policy to divulge; it is a good port and a good foundation. No Neva marshes to be filled; though you must everywhere build on piles of your own driving. It is said that a flood-tide, with a westerly wind, and ice in the Neva, would sweep St. Petersburg from the face of the earth. As this business was to be entered into without the usual capital, it may not be easy to conjecture where those means, that will still be indispensable to every such undertaking, were to be obtained.

The large organization will consist of many semi-autonomous units, which we may call quasi-firms. Each of them will have a large amount of freedom, to give the greatest possible chance to creativity and entrepreneurship. . . . Each quasi-firm must have both a profit and loss account, and a balance sheet.

If your current securities are in a taxable account, and if they’re profitable, you need to consider any resulting taxes and fees before selling existing securities. This is a common problem and is the reason it is so important for investors to use tax-efficient funds when investing in taxable accounts. Here are five steps to minimize taxes: Stop making contributions into unwanted and tax-inefficient securities. Stop reinvesting distributions. Determine the amount of gain or loss in each taxable security. If any security has a loss, consider selling and taking the tax-loss benefit. If any security has a profit, consider selling up to the amount of your losses (after being held for one year to benefit from the lower capital gains tax rate). Numbers 4 and 5 will be a wash and will result in zero tax. Put the proceeds from your sales into the appropriate tax-efficient total market index fund(s).

Vestal believed you had to take responsibility for everything you did, all the commissions and omissions, the deeds and undeeds. Everything was accounting, everything went into columns marked profit or loss, there was not column marked good intentions, none for holding your own.

the Grand Cayman connection provided three big advantages to a firm like Lehman Brothers, which was trying desperately to compete with the biggest banks on Wall Street. The first was entering false profits from the “sale” onto the balance sheet. The second was receiving all the coupon payments from the derivatives they still held in the trusts. The third was that the Financial Accounting Standards Board (FASB) required them only to put aside 3 percent of capital, a tiny amount, to cover any losses in an offshore trust.

■ Poor labor efficiency due to lack of job costing ■ Sales team focus on revenue rather than margin (discounting quotes, making concessions, and so on) ■ A lack of emphasis on service sales (rather than product sales), which were generally more profitable ■ Excessive punch list items requiring follow-up work without the ability to invoice ■ Errors in order entry: finish, fabric, pricing, and so on ■ Installation damage and concealed damage on receipt of product ■ Excessive nonbillable overtime ■ High average collection days ■ Small-tool loss and damage

In sum, where capitalism prospered, it established three main canons for successful economic enterprise: the calculation of quantity, the observation and regimentation of time ('Time is Money'), and the concentration on abstract pecuniary rewards. Its ultimate values-Power, Profit, Prestige-derive from these sources and all of them can be traced back, under the flimsiest of disguises, to the Pyramid Age. The first produced the universal accountancy of profit and loss; the second ensured productive efficiency in men as well as machines; the third introduced a driving motive into daily life, equivalent on its own base level to the monk's search for an eternal reward in Heaven. The pursuit of money became a passion and an obsession: the end to which all other ends were means.

From the Balance sheet of humanity, to the Profit & Loss account of emotions, I am all in good books. I am a Chartered Accountant.

In those meetings, I learned that even economic diagrams needn’t be linear. Ours was a nest of concentric circles, and an enterprise was measured by its value to each circle, from the individual and family to the community and environment. I realized that Rebecca and her colleagues were trying to do nothing less than transform the System of National Accounts, the statistical framework here and in most countries for measuring economic activity. For instance, the value of a tree depends on its estimated value or sale price, but if it is sold and cut down, there is no accounting on the debit side of the ledger for loss of oxygen, seeding of other trees, or value to the community or the environment. This group was inventing a new way of measuring profit and loss. By the end of our days together, I understood economics in a whole new way. A balance sheet really could be about balance.

When people fail to respect the P/PC Balance in their use of physical assets in organizations, they decrease organizational effectiveness and often leave others with dying geese. For example, a person in charge of a physical asset, such as a machine, may be eager to make a good impression on his superiors. Perhaps the company is in a rapid growth stage and promotions are coming fast. So he produces at optimum levels—no downtime, no maintenance. He runs the machine day and night. The production is phenomenal, costs are down, and profits skyrocket. Within a short time, he’s promoted. Golden eggs! But suppose you are his successor on the job. You inherit a very sick goose, a machine that, by this time, is rusted and starts to break down. You have to invest heavily in downtime and maintenance. Costs skyrocket; profits nose-dive. And who gets blamed for the loss of golden eggs? You do. Your predecessor liquidated the asset, but the accounting system only reported unit production, costs, and profit. The P/PC Balance is particularly important as it applies to the human assets of an organization—the customers and the employees. I

A payoff of loan principal reduces the liability section of the balance sheet, and a payment of interest increases the expense section of the profit and loss (P&L) statement.

Countries competing against one another in the same array of products and services is not covered by Ricardian trade theory.   Offshoring doesn’t fit the Ricardian or the competitive idea of free trade. In fact, offshoring is not trade.   Offshoring is the practice of a firm relocating its production of goods or services for its home market to a foreign country. When an American firm moves production offshore, US GDP declines by the amount of the offshored production, and foreign GDP increases by that amount. Employment and consumer income decline in the US and rise abroad. The US tax base shrinks, resulting in reductions in public services or in higher taxes or a switch from tax finance to bond finance and higher debt service cost.   When the offshored production comes back to the US to be marketed, the US trade deficit increases dollar for dollar. The trade deficit is financed by turning over to foreigners US assets and their future income streams. Profits, dividends, interest, capital gains, rents, and tolls from leased toll roads now flow from American pockets to foreign pockets, thus worsening the current account deficit as well.   Who benefits from these income losses suffered by Americans? Clearly, the beneficiary is the foreign country to which the production is moved. The other prominent beneficiaries are the shareholders and the executives of the companies that offshore production. The lower labor costs raise profits, the share price, and the “performance bonuses” of corporate management.   Offshoring’s proponents claim that the lost incomes from job losses are offset by benefits to consumers from lower prices. Allegedly, the harm done to those who lose their jobs is more than offset by the benefit consumers in general get from the alleged lower prices. Yet, proponents are unable to cite studies that support this claim. The claim is based on the unexamined assumption that offshoring is free trade and, thereby, mutually beneficial.   Proponents of jobs offshoring also claim that the Americans who are left unemployed soon find equal or better jobs. This claim is based on the assumption that the demand for labor ensures full employment, and that people whose jobs have been moved abroad can be retrained for new jobs that are equal to or better than the jobs that were lost.   This claim is false.

S corporations do not pay taxes. For tax purposes, they are treated primarily as a partnership with profits and losses passed through to the owners. All income and expenses are passed through to the owners/shareholders, even if they include you, your spouse, and your children.

THE ROAR of the death blast on the Avenue of the Americas cannot be heard in faraway Johannesburg. With eight weeks to go to the opening game in Soccer City, Sepp Blatter and his South African capos have enough problems. Outraged by price gouging, fans are staying home. In the townships citizens protest every day; ‘Service riots’ send messages to politicians that public money should be spent on homes, water, sewage plants and jobs, not stadiums that will become white elephants. Why should they listen? They have the police beat back the protestors. The World Cup is good news for Danny Jordaan, leader of the bid and now chief executive for the tournament. Quietly, his brother Andrew has been given a well-paid job as Hospitality liaison with MATCH Event Services at the Port Elizabeth stadium. A stakeholder in the MATCH company is Sepp Blatter’s nephew Philippe Blatter. The majority owners are Mexican brothers Jaime and Enrique Byrom, based in Manchester, England, Zurich, Switzerland and with some of their bank accounts in Spain and the Isle of Man. The Brothers are not happy. Sepp Blatter awarded them the lucrative 2010 hospitality contract aimed at wealthy football patrons, mostly from abroad. If that wasn’t enough, Blatter also gave them the contract to manage and distribute the three million tickets. The brothers are charging top rates for hotels and internal flights and expected to make huge profits. Instead, they are on their way to losing $50 million. They plan to recoup these losses in Brazil in four years time.

May your P&L account of deeds for humanity be in profits; for you have to present the your Balance Sheet on the Judgment Day.

Let us assume that the reader shared my opinion, that the market over the next week had a 70% probability of going up and 30% probability of going down. However, let us say that it would go up by 1% on average, while it could go down by an average of 10%. What would the reader do? Is the reader bullish or bearish? Table 6.2 Event                             Probability                             Outcome                             Expectation Market goes up                             70%                             Up 1%                             0.7 Market goes down                             30%                             Down 10%                             -3.00                                                                                                                                             Total                             -2.3 Accordingly, bullish or bearish are terms used by people who do not engage in practicing uncertainty, like the television commentators, or those who have no experience in handling risk. Alas, investors and businesses are not paid in probabilities; they are paid in dollars. Accordingly, it is not how likely an event is to happen that matters, it is how much is made when it happens that should be the consideration. How frequent the profit is irrelevant; it is the magnitude of the outcome that counts. It is a pure accounting fact that, aside from the commentators, very few people take home a check linked to how often they are right or wrong. What they get is a profit or loss. As to the commentators, their success is linked to how often they are right or wrong. This category includes the “chief strategists” of major investment banks the public can see on TV, who are nothing better than entertainers. They are famous, seem reasoned in their speech, plow you with numbers, but, functionally, they are there to entertain—for their predictions to have any validity they would need a statistical testing framework. Their frame is not the result of some elaborate test but rather the result of their presentation skills.

The FfP uses twelve indicators to measure state failure, and Egypt scored a stellar nine out of ten in criminalization or delegitimization of the state, understood as "massive and endemic corruption or profiteering by ruling elites, resistance of ruling elites to transparency, accountability and political representation, widespread loss of popular confidence in state institutions, and processes and growth of crime syndicates linked to ruling elites." It rated 8.5 out of ten in "suspension or arbitrary application of the rule of law and widespread violation of human rights." And it rated a relatively modest 8.3 in the "rise of factionalized elites" or the "fragmentation of elites and state institutions along group lines," and the use of "nationalistic political rhetoric by ruling elites.

When I revisited Jane Austen’s fiction at my leisure half a century later, I turned to the memories they evoked to look more closely at how my thoughts and my emotions meshed. I discovered while making this account of my life that profit and loss were distributed throughout those years.

An S Corporation is a business entity that allows income and losses to pass through to its shareholders, and the profit which each of the shareholders receives is then taxed on their (shareholders’) personal tax returns at their individual tax rates.

First, reframe the purpose of taxes to help build social consensus for the kind of higher-tax, higher-returns public sector that has been a proven success in many Scandinavian countries. And remember, the verbal framing expert George Lakoff advises to choose your words wisely: don’t oppose tax relief—talk about tax justice. Likewise, the notion of public spending is often used by those who oppose it to evoke a never-ending outlay. Public investment, on the other hand, focuses on the public goods—such as high-quality schools and effective public transport—that underpin collective well-being.57 Second, end the extraordinary injustice of tax loopholes, offshore havens, profit shifting and special exemptions that allow many of the world’s richest people and largest corporations—from Amazon to Zara—to pay negligible tax in the countries in which they live and do business. At least $18.5 trillion is hidden by wealthy individuals in tax havens worldwide, representing an annual loss of more than $156 billion in tax revenue, a sum that could end extreme income poverty twice over.58 At the same time, transnational corporations shift around $660 billion of their profits each year to near-zero tax jurisdictions such as the Netherlands, Ireland, Bermuda and Luxembourg.59 The Global Alliance for Tax Justice is among those focused on tackling this, campaigning worldwide for greater corporate transparency and accountability, fair international tax rules, and progressive national tax systems.60 Third, shifting both personal and corporate taxation away from taxing income streams and towards taxing accumulated wealth—such as real estate and financial assets—will diminish the role played by a growing GDP in ensuring sufficient tax revenue. Of course progressive tax reforms such as these can quickly encounter pushback from the corporate lobby, along with claims of state incompetence and corruption. This only reinforces the importance of strong civic engagement in promoting and defending political democracies that can hold the state to account.

Arbitrages: The purchase of a security and the simultaneous sale of one or more other securities into which it was to be exchanged under a plan of reorganization, merger, or the like. Liquidations: Purchase of shares which were to receive one or more cash payments in liquidation of the company’s assets. Operations of these two classes were selected on the twin basis of (a) a calculated annual return of 20% or more, and (b) our judgment that the chance of a successful outcome was at least four out of five. Related Hedges: The purchase of convertible bonds or convertible preferred shares, and the simultaneous sale of the common stock into which they were exchangeable. The position was established at close to a parity basis—i.e., at a small maximum loss if the senior issue had actually to be converted and the operation closed out in that way. But a profit would be made if the common stock fell considerably more than the senior issue, and the position closed out in the market. Net-Current-Asset (or “Bargain”) Issues: The idea here was to acquire as many issues as possible at a cost for each of less than their book value in terms of net-current-assets alone—i.e., giving no value to the plant account and other assets. Our purchases were made typically at two-thirds or less of such stripped-down asset value. In most years we carried a wide diversification here—at least 100 different issues.

In the 1980s reindeer meat still made a substantial profit. Every other activity, even when the real cost of anything at all was masked by the Soviet tangle of cross-subsidies and phantom accounting, ran at a severe loss. Though this was to change beyond all recognition in the 1990s, reindeer herders in the 1980s were fairly well paid and well provisioned, and their exotic holidays were provided free.

Simultaneously, in a stroke of what can only be called genius, accountants have managed to define those responsibilities so narrowly that they are basically meaningless. Throughout the first decades of the twentieth century, accounting trade groups argued that accounting was an art, not a science, and that they needed flexibility to make the best judgments for different situations. “Accountancy never was or could be an exact science, and every profit or loss . . . is in very substantial measure an expression of opinion,” the Journal of Accountancy wrote in 1912. More than pride underlay this dogma. If accounting was merely a matter of working through a step-by-step checklist, then companies might replace accountants with lower-paid clerks, as had happened in the railroad industry after the Interstate Commerce Commission required uniform reporting procedures.

As ever, the chicanery was justified by its practitioners with the excuse that mere financial statements could not capture the brilliance of their enterprises. Talking to a Swedish diplomat, the Match King spoke for con men everywhere: We’ve chosen some new high priests and called them accountants. They too have a holy day—the 31st of December—on which we’re supposed to confess. In olden times, the princes and everyone would go to confession because it was the thing to do, whether they believed or not. Today the world demands balance sheets, profit-and-loss statements once a year. But if you’re really working on great ideas, you can’t supply those on schedule. . . . The December ceremony isn’t really a law of the gods—it’s just something we’ve invented. All right, let’s conform, but don’t let’s do it in a way that will spoil our plans. And someday people will realize that every balance sheet is wrong because it doesn’t contain anything but figures. The real strengths and weaknesses of an enterprise lie in the plans. The banks and investors who

TAX-SAVVY IDEAS We suggest 14 tax-reducing ideas for tax-savvy investors. Most are easy to understand and to implement. We can think of no better way for most taxpayers to maximize their after-tax returns. Use tax-advantaged accounts (401(k), 403(b), IRAs, 529 tuition plans, etc.). Buy fund shares after the distribution date. Place tax-INefficent funds in retirement accounts, and tax-Efficient funds in taxable accounts. Use tax-managed or tax-efficient index funds in taxable accounts. Avoid balanced funds (stocks and bonds) in taxable accounts. Keep taxable fund turnover low to avoid capital-gains taxes. Avoid short-term gains by holding for more than 12 months. Sell losing shares before year-end (tax-loss harvest). Sell profitable shares after the new year (to delay tax payment). Determine the most favorable tax-basis method before selling fund shares. Consider municipal bonds and U.S. Savings Bonds for taxable accounts. During years of low income, consider converting to a Roth. Consider gifts to charities of securities with large capital gains. Appreciated holdings in taxable accounts are capital gains and income tax free if left to heirs.

By contrast, integrators are typically very good at leading, managing, and holding people accountable. They love running the day-to-day aspects of the business. They are accountable for profit and loss, plus the overall business plan for the organization. They remove obstacles so that people running the major functions can execute. They’re great at special projects. In sum, they operate more on logic. If you are one, know thyself and be stressed.

the accountant is probably the only non-Finance person in the organization! The accountant is the only one whose actions do not impact the bottom line. After all the so-called non-Finance people have done their job, the accountant will compile the data, evaluate the result of their actions, and declare whether the organization has made a profit or a loss – basically just performing a post-mortem.

It is a legal requirement that every organization should prepare a Profit & Loss Account and a Balance Sheet at least once in a year. But for a clearer understanding of the state of the business, Balance Sheets should be made and studied far more frequently, perhaps every month or even every week.

Therefore all transactions that take place get recorded, and whatever gets recorded, periodically gets compressed. A compressed version of accounts is presented in the form of two financial statements. One is called Profit & Loss Account and the other Balance Sheet.

A Profit & Loss Account is always prepared for a specified period, whereas a Balance Sheet is at a point of time.

two most important financial statements are prepared, the Profit & Loss Account and the Balance Sheet.

the sales figure, which in a conventional T-type Profit & Loss Account appears on the top right hand, is called the TOP LINE and the profit, which appears on the bottom left hand, is called the BOTTOM LINE.

And between them, the Profit & Loss Account and the Balance Sheet together reveal just about four types of transactions: Expenses, Incomes, Assets and Liabilities

Pair 3: American Home Products Co. (drugs, cosmetics, household products, candy) and American Hospital Supply Co. (distributor and manufacturer of hospital supplies and equipment) These were two “billion-dollar good-will” companies at the end of 1969, representing different segments of the rapidly growing and immensely profitable “health industry.” We shall refer to them as Home and Hospital, respectively. Selected data on both are presented in Table 18-3. They had the following favorable points in common: excellent growth, with no setbacks since 1958 (i.e., 100% earnings stability); and strong financial condition. The growth rate of Hospital up to the end of 1969 was considerably higher than Home’s. On the other hand, Home enjoyed substantially better profitability on both sales and capital.† (In fact, the relatively low rate of Hospital’s earnings on its capital in 1969—only 9.7%—raises the intriguing question whether the business then was in fact a highly profitable one, despite its remarkable past growth rate in sales and earnings.) When comparative price is taken into account, Home offered much more for the money in terms of current (or past) earnings and dividends. The very low book value of Home illustrates a basic ambiguity or contradiction in common-stock analysis. On the one hand, it means that the company is earning a high return on its capital—which in general is a sign of strength and prosperity. On the other, it means that the investor at the current price would be especially vulnerable to any important adverse change in the company’s earnings situation. Since Hospital was selling at over four times its book value in 1969, this cautionary remark must be applied to both companies. TABLE 18-3. Pair 3. CONCLUSIONS: Our clear-cut view would be that both companies were too “rich” at their current prices to be considered by the investor who decides to follow our ideas of conservative selection. This does not mean that the companies were lacking in promise. The trouble is, rather, that their price contained too much “promise” and not enough actual performance. For the two enterprises combined, the 1969 price reflected almost $5 billion of good-will valuation. How many years of excellent future earnings would it take to “realize” that good-will factor in the form of dividends or tangible assets? SHORT-TERM SEQUEL: At the end of 1969 the market evidently thought more highly of the earnings prospects of Hospital than of Home, since it gave the former almost twice the multiplier of the latter. As it happened the favored issue showed a microscopic decline in earnings in 1970, while Home turned in a respectable 8% gain. The market price of Hospital reacted significantly to this one-year disappointment. It sold at 32 in February 1971—a loss of about 30% from its 1969 close—while Home was quoted slightly above its corresponding level.*

The ninth circle was where Hell did its accountancy. The demons within were ruthlessly efficient. All they cared about were profit and cost-effectiveness. Everything was a debit or credit, a gain or a loss. Their ultimate goal was to reduce the universe to a calculation, a final heartless equation in which every soul, living and dead, divine and damned, would serve in the Glorious Ultimate Dividend.

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