Financial, Strategy, Metrics

David and Wayne McMahon talk about furniture retailer profitability and ways they can do better.

It’s a fact that the FP&A process increases the odds of retail success, producing better profits and cash flow than if you ignored FP&A. Here’s how it works.

Retailers across the country are asking what they should do to prepare for well known chain stores and others that are entering their marketplaces. Here’s the answer to those questions.

Here are seven indicators you can use to know your business better, plus how you can use this information to surpass your unfocused competitors.

In this issue, David McMahon speaks about eight practices that separate successful home furnishings retailers from their struggling competitors.

No matter which software system you are running, you have thousands of report queries available. How you sift through this data and make sense of it all is the purpose of business intelligence or “BI”.

An in-depth look at how to analyze one of your three critical financial statements: your statement of cash flow.

An in-depth look at how to analyze one of your three critical financial statements: the Balance Sheet.

An in-depth look at how to analyze one of your three critical financial statements: the Profit and Loss.

Flexible Budgeting lets you ‘Flex’ your top line and observe the resulting operational effects on your P&L and operating income.

A performance scorecard is used to measure your progress with respect to achieving goals. Those business people that do it properly have a significantly better chance of succeeding in their marketplace.

This article will demonstrate how to calculate your break-even point of sales. It also provides real world examples of ways smart retailers can reduce their break-even points and level of risk.

Some retailers seem to always manage to perform well. In this article David McMahon takes a close look at what those successful retailers do to cut costs during lean times and achieve maximum returns. Specific steps to cut fixed costs and make retail operations more responsive to cost cutting measures are examined.

What are the characteristics that separate the best operations from the worst?

Poor buying practices, supplier performance issues and insufficient attention to lean inventory practices are among the major causes of having too much inventory and too little cash.