Will Obama Save America?

Posted by Elgin Carelock on July 28th, 2008

As I examine the probability and historic aspects of this Presidential election, it is evident it is Obama’s race to lose. John McCain continues to alienate himself from the Conservative base and sounds more like a Reagan Democrat than a Republican. The fact McCain will let the Bush tax cuts stand, is his only redeeming value to this point and that won’t be enough to defeat Obama.

If you accept my premise, there is a much larger question that is looming over this coming election. Will Obama Save America? 

As we see American giant Anheuser Busch being sold to a Belgium company, it is only the beginning of the wholesale purchase of our country. The American dollar is on life support and perennial US powerhouses such as Ford and GM are listing, like a ship with a hole in the hull. Unemployment is steadily growing and the sudden flood of over qualified workers into the market is making it impossible for the average Joe/Jane to find suitable employment. Add to that the rising costs of gas, food, utilities and borrowing and you have the formula for disaster in our nation.  

The Federal government has just announced their willingness to support mortgage juggernauts Freddie Mac and Fannie Mae in order to avert their demise due to the unbelievable default rate from the lending bust. This too is an indicator of the peril the US now find itself awashed in. I could definitely go on describing individual sectors of our economy that are in distress and how bleak the outlook is, but that isn’t the purpose of this post. Barack Obama built one of the strongest grassroots campaigns in history based on his messageof change, but will his brand of change get us back on the right track?

It doesn’t take a Wharton Business School Economist to realize what will put the brakes on our sliding economy and how America can get back on the path of being a world leader, but will our new leader be willing to travel that path at the risk of alienating the people who elected him. The simple truths of the matter is we need serious and deep reform in the areas of job creation, oil dependence, and goverment spending.

Job Creation

Whether you agree with outsourcing or not, you can’t deny the cause has more to do with the punitive nature of our corporate tax system, than some evil plan to cheat the American worker out of a decent wage. Doing business in the United States is increasingly becoming cost prohibitive; our corporate tax rate is the highest among industrialized nations (40%) and policies such as Sarbannes Oxley impose regulations that further deteriorate profitability through forced compliance.

Of course, there are those who think a company should pay higher wages for its employees, even to the detriment of investors. However, we in the real world understand the burden of corporate taxes makes it impossible to offer a competitive wage, product, and gain market share globally. Therefore, the simple solution is to partner with firms outside of the US who can produce products or offer services at a much more competitive rate or sell to a company where the tax burdens are less and reap an immediate reward.

What President Obama will have to do is argue for the elimination of corporate taxes and incentives and allow US companies to be more competitive in the world. In fact, if  corporate taxes were eliminated in the US more countries would want to locate their manufacturing here. Imagine the concept of coming to the US to build a factory during a time when your currency is stronger and there are greatly reduced tax consequences. The problem is that kind of philosophy goes against the grain of the Liberal agenda. A stronger nation would insist on a decrease in the size of government, a balanced budget, less government spending and lower taxes…all of which are contrary to Obama’s most ardent supporters.

Oil dependence

There is no need to go into the long, drawn out argument of whether drilling off the coast of Florida and in Alaska would benefit us. The question is simply, is the so called "environmental impact" greater than the collapse of our infrastructure due to $6+ gas prices. It may take seven to ten years to reap the full benefits of drilling now, but the worldwide demand for oil is not going down. Also, with our innovative entreprenueral spirit, I’m certain it will not take seven to ten years to get the oil into our economy. Large companies and individual investors will work tirelessly to develop methods of finding, refining, and delivering our domestic oil to the American people.

A second area to decrease oil dependence is electric car technologies. We can discuss hydrofuels, ethanol, or wind and solar power, but nothing has as much immediate viability as battery cell technology. As I have researched the industry, I found there are several companies that produce electric cars, those who convert gas to electric cars and those who develop hybrids. The vehicles range in style from Scions to Porsche and range in price from $29,000 to $90,000. With the closing of many Ford and GM plants, President Obama could lobby Congress to offer tax incentives for Ford or GM to retool those plants for electric car conversions. The technology already exists so the largest expense would be expanding the techonology to a large scale operation. The benefit would be a cost reduction to the consumer as economy of scale brings down the cost of production. In the time it takes to retool and get the plants moving at capacity, private industry would begin to supply electric car charging stations. Venues such as malls an movie theaters will offer charging stations for consumers to use while they are using their facilities.

Government Spending

This issue is the cornerstone of the transition of the current system to what we will ultimately become. If we expand the size of government, we will begin the march toward a more Facist or Socialist form of governing. The government will supply needs such as healthcare, education, and housing and have partial ownership in businesses that supply jobs and manufacturing. Private industry will be replaced by a large cumbersome underperforming govenmental agency.

Social Security, Medicare, and other entitlement programs make up nearly 63% of the current years budget. Yet there is a strident reluctance to even suggest ways to bring it to managable levels. President Obama could remove all of the duplicate offices and ineffective departments such as the Department of Education, Interior, and the IRS. In turn, states would be given more power to decide what is best for them, which is the way it was intended. The federal government will oversee decisions to maintain rights given under the Constitution and to offer support in exreme cases of legislative empass. Obama could then set a goal of 10% of GDP as the operating budget for the federal government and term limits to remove the temptation of earmarks for the career politician. 

In my opinion, Barack Obama is a very pragmatic person and will quickly see his place in history unfold in the coming administration. The question is will he go in the direction that will allow the country to continue faltering in order to gain more government power or will he opt for the historical perspective of the President who saved America? Only time will tell. 

Business Plan the Series - Week 9

Posted by Elgin Carelock on June 4th, 2008

Please excuse my absence over the past weeks, I have had too many things bothering me and lost focus of our last two weeks. We are working in the Financing section of the business plan and are going to cover projected Profit and Loss Statements (P&L), projected Cash Flow Statement, and projected Balance Sheet. These documents form the cornerstone of your business plan and further underscore your understanding of what it takes to run a successful business. As I mentioned previously, if this is a start up business, you need to use industry norms as the basis for your sales and projected growth.  

Projected Profit and Loss Statement

A profit and loss statement shows the disbursement of all expesnses incurred in the operating your business during the prior year against net sales. Since we are discussing your first year, you are going to use projected figures, which will be compared to in years two and three. The bottom line of the atatement shows a net profit or net loss for the year.

Pro Forma Profit and Loss
FY 2002 FY 2003 FY 2004
Sales $501,200 $576,380 $662,837
Direct Costs of Goods $177,680 $204,332 $234,982
Other $0 $0 $0
———— ———— ————
Cost of Goods Sold $177,680 $204,332 $234,982
Gross Margin $323,520 $372,048 $427,855
Gross Margin % 64.55% 64.55% 64.55%
Expenses
Payroll $123,900 $135,450 $162,828
Sales and Marketing and Other Expenses $24,866 $27,420 $30,521
Depreciation $12,000 $13,500 $15,000
Leased Equipment $1,800 $1,800 $1,800
Utilities $3,600 $3,600 $3,780
Insurance $4,200 $4,500 $4,725
Rent $88,000 $88,000 $88,000
Payroll Taxes $30,975 $33,863 $40,707
Other $0 $0 $0
———— ———— ————
Total Operating Expenses $289,341 $308,132 $347,361
Profit Before Interest and Taxes $34,179 $63,916 $80,494
EBITDA $46,179 $77,416 $95,494
Interest Expense $8,433 $6,730 $5,040
Taxes Incurred $6,445 $14,296 $19,178
Net Profit $19,302 $42,889 $56,276
Net Profit/Sales 3.85% 7.44% 8.49%

Monthly Statement

Because the P&L statement is a operations document, you should produce it monthly; that way unfavorable financial trends will be identified early before they get out of control. It is also a good practice to transfer your monthly data into a spreadsheet. This will give you the ability to use a graph for a quick diagnosis before reading the detailed statements. Most accounting software such as Quickbooks Pro will give you that functionality.

Year to Date Statement

In addition to the monthly statements, you should submit a year to date analysis that shows the trends in both sales and expenses. The YTD statement is simply a compilation of your monthly statements to that point.

Projected Cash Flow Statement

The Cash Flow statement provides aggregate data regarding all cash inflows a company receives from both its ongoing operations and external investment sources, as well as all cash outflows that pay for business activities and investments during a given quarter. It is calculated by adding noncash charges (such as depreciation) to net income after taxes. Cash flow can be attributed to a specific project, or to a business as a whole. Cash flow can be used as an indication of a company’s financial strength.

Pro Forma Cash Flow
FY 2002 FY 2003 FY 2004
Cash Received
Cash from Operations
Cash Sales $501,200 $576,380 $662,837
Subtotal Cash from Operations $501,200 $576,380 $662,837
Additional Cash Received
Sales Tax, VAT, HST/GST Received $0 $0 $0
New Current Borrowing $0 $0 $0
New Other Liabilities (interest-free) $0 $0 $0
New Long-term Liabilities $0 $0 $0
Sales of Other Current Assets $8,000 $0 $0
Sales of Long-term Assets $0 $0 $0
New Investment Received $0 $0 $0
Subtotal Cash Received $509,200 $576,380 $662,837
Expenditures FY 2002 FY 2003 FY 2004
Expenditures from Operations
Cash Spending $123,900 $135,450 $162,828
Bill Payments $335,368 $377,512 $426,127
Subtotal Spent on Operations $459,268 $512,962 $588,955
Additional Cash Spent
Sales Tax, VAT, HST/GST Paid Out $0 $0 $0
Principal Repayment of Current Borrowing $1,800 $200 $0
Other Liabilities Principal Repayment $10,000 $0 $0
Long-term Liabilities Principal Repayment $22,000 $24,000 $24,000
Purchase Other Current Assets $0 $0 $0
Purchase Long-term Assets $1,200 $0 $0
Dividends $0 $0 $0
Subtotal Cash Spent $494,268 $537,162 $612,955
Net Cash Flow $14,932 $39,218 $49,882
Cash Balance $109,932 $149,150 $199,033

 Projected Balance Sheet

 A Balance Sheet is a financial statement that summarizes a company’s assets, liabilities and shareholders’ equity at a specific point in time. These three balance sheet segments give investors an idea as to what the company owns and owes, as well as the amount invested by the shareholders.

The balance sheet must follow the following formula:

        Assets = Liabilities + Shareholders’ Equity

Balance Sheet

Pro Forma Balance Sheet
FY 2002 FY 2003 FY 2004
Assets
Current Assets
Cash $109,932 $149,150 $199,033
Inventory $16,748 $19,260 $22,149
Other Current Assets $0 $0 $0
Total Current Assets $126,680 $168,410 $221,181
Long-term Assets
Long-term Assets $62,700 $62,700 $62,700
Accumulated Depreciation $12,000 $25,500 $40,500
Total Long-term Assets $50,700 $37,200 $22,200
Total Assets $177,380 $205,610 $243,381
Liabilities and Capital FY 2002 FY 2003 FY 2004
Current Liabilities
Accounts Payable $19,303 $47,719 $53,214
Current Borrowing $200 $0 $0
Other Current Liabilities $0 $0 $0
Subtotal Current Liabilities $19,503 $47,719 $53,214
Long-term Liabilities $108,000 $84,000 $60,000
Total Liabilities $127,503 $131,719 $113,214
Paid-in Capital $25,000 $25,000 $25,000
Retained Earnings ($13,300) $6,002 $48,891
Earnings $19,302 $42,889 $56,276
Total Capital $31,002 $73,891 $130,167
Total Liabilities and Capital $158,505 $205,610 $243,381
Net Worth $49,876 $73,891 $130,167

The balance sheet is one of the most important pieces of financial information issued by a company. It is a snapshot of what a company owns and owes at that point in time. The income statement, on the other hand, shows how much revenue and profit a company has generated over a certain period. Neither statement is better than the other - rather, the financial statements are built to be used together to present a complete picture of a company’s finances.

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