Maximise Profit and Secure Your Business’s Future
Take control of your finances and unlock new opportunities for profit maximisation by consulting with our expert accountants. We provide tailored financial guidance to help businesses maximise profit, maintain stability, and avoid setbacks such as insolvency or bankruptcy. Our personalised approach ensures that each client receives the necessary support to improve business success and enhance financial growth.
Trading at a loss is not a viable long-term strategy. To sustain your business and achieve continuous maximisation of profit, understanding financial risk management is essential. Directors must recognise early warning signs of insolvent trading and take appropriate action to protect the company’s future. Therefore, profit maximisation must be a priority.
WHAT IS INSOLVENT TRADING?
Insolvent trading occurs when a company continues operations while unable to pay its debts as they fall due. In such cases, the company’s assets are insufficient to cover its liabilities, increasing the risk of liquidation. Directors who knowingly allow insolvent trading may face serious consequences, including personal liability for unpaid debts. Companies should focus on profit maximisation strategies to avoid this.
To safeguard against financial risk, directors should follow a profit maximisation formula that includes:
- Regular financial assessments to track cash flow and liabilities.
- Proactive decision-making to avoid trading at a loss.
- Strategic measures to enhance how to maximise profit in business
while ensuring long-term sustainability.
Failure to address financial distress may result in legal consequences and personal liability. By prioritising corporate responsibility, businesses can protect their financial future and optimise profitability effectively. Focusing on profit maximisation can be a key factor in achieving this.
WHEN IS A COMPANY INSOLVENT?
A company is insolvent when it cannot pay its debts as and when they become due and payable. The Corporations Act defines solvency and insolvency as:
Section 95A — Solvency and Insolvency
(1) A person is solvent if, and only if, the person is able to pay all the person’s debts, as and when they become due and payable.
(2) A person who is not solvent is insolvent. A person is defined to include a corporation. Proper management is crucial for profit maximisation.
IS INSOLVENT TRADING AN OFFENCE?
Yes. Insolvent trading is an offence and can be referred to ASIC for further investigation and possible criminal prosecution. Directors should seek legal advice. Section 588G (Director’s duty to prevent insolvent trading by company) stipulates:
(3) A person commits an offence if:
(a) the person is a director of the company when it incurs a debt; and
(b) the company is insolvent at that time, or becomes insolvent by incurring that debt, or by incurring at that time debts including that debt; and
(c) the person suspected at the time when the company incurred the debt that the company was insolvent or would become insolvent as a result of incurring that debt or other debts (as in paragraph (1)(b); and
(d) the person’s failure to prevent the company incurring the debt was dishonest. Thus, profit maximisation strategies should be considered to avoid insolvency.
CAN DIRECTORS BE LIABLE FOR COMPANY DEBTS?
Yes, the areas of potential liability are:
- Insolvent trading compensation claims
- Unreasonable director-related transactions
- Loss of employee entitlement claims
- PAYG taxation debts and superannuation contributions
- Personal guarantees. To avoid these liabilities, directors should focus on profit maximisation strategies.
How we can help if you need assistance for business rebound? With our comprehensive plan, we get things on track. Some of the areas are;
STRATEGIC FINANCIAL TASKS CHECKLIST
TASK
REGULARITY
Set targets for financial performance
At least annually
Possible actions:
- Consider where you want your business to be in the next year and beyond, and set targets in line with that.
- Incorporate these targets into your strategic plan, key performance indicators and budgets.
- To help set targets for performance, look at how other businesses in your industry perform through industry benchmarks. You can get some basic industry benchmarks through www.ato.gov.au or your CPA may be able to help you get access to more detailed industry averages.
- Review financial targets against your strategic plan and operational budgets at least quarterly.
- Alter targets where market or other circumstances dictate.
- Consider incorporating non-financial activities in targets, for example measures of throughput, number of sales calls etc.
Review and analyse financial statements
At least annually, preferably quarterly or monthly
Possible actions:
- Compare key ratios from your financial statements, such as working capital ratio, stock turnover ratio or profit per employee to averages in your industry.
- Compare performance against financial targets and past performance.
Review actual performance against budget
Monthly
Possible actions:
- Ask yourself what caused any gap between budget and actual?
- Consider how best to overcome any problem.
Undertake sensitivity analysis
Annually
Possible actions:
- Ask yourself, what if sales dropped 15 or 20 per cent? Or you lost a major customer? Or a major supplier stopped selling to you? What if your best sales staff resigned? Factor answers to such questions into your budget forecasts and risk management strategies.
Set sales or production targets
Ongoing
Possible actions:
- Undertake a break-even analysis to determine what you need to sell before you make a profit.
Prepare profit and loss budget
Annually
Possible actions:
- Make sure your budget reflects your strategic and financial targets.
- Incorporate key findings from your review of your last budget, sensitivity analysis and the break-even analysis.
- Ensure that budget estimates are realistic and have not been “massaged” to fit a desired result.
Prepare cash flow forecast
At least annually
Possible actions:
- Have your cash flow forecast show the projected cash flows for each month in the 12 month period.
- Address any future cash shortages through increasing cash sales, collecting outstanding debts, reducing expenses or through external finance (such as an overdraft facility).
- If you decide to seek external finance for any purpose, go to your lender as soon as possible.
Review and update cash flow forecast in light of actual results
Monthly
Possible actions:
- Update cash flow forecast to reflect actual events and monitor ongoing cash position.
Review interest rates and conditions on your loans
Annually
Possible actions:
- Look at what other lenders are offering and consider whether you should switch lenders.
- If considering switching, consider the terms other lenders can offer, not just the interest rate.
Provide financial statements and budgets to lenders
Annually
Comply with repayment schedules
Ongoing
Review debt covenants/terms and conditions
Ongoing
Possible actions:
- Notify your bank immediately if you are in breach of a covenant.
- If you are uncertain of your covenants, read your loan agreement or ask your bank.
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