Author: nicola

Below is a summary of the budget released 20 March 2013

 For the complete statement see

www.hm-treasury.gov.uk/budget2013_statement.htm

The link for more detail about the new schemes mentioned in the speech, are as below:-

www.hm-treasury.gov.uk/budget2013.htm

 

Budget 2013 statement Budget 2013 Statement to the House of Commons by the Rt Hon George Osborne, MP, Chancellor of the Exchequer

 

We’ve now cut the deficit not by a quarter, but by a third.

We’ve helped business create not a million new jobs, but one and a quarter million new jobs.

Today, I’m going to level with people about the difficult economic circumstances we still face and the hard decisions required to deal with them.

Our nation is in a global race – competing alongside new centres of enterprise around the world for investment and jobs that can move anywhere.

Building a modern reformed state we can afford. Bringing businesses to our shores with competitive taxes.

Fixing the banks. Improving our schools, our skills, our infrastructure, and our industry.

This is a Budget for those who aspire to own their own home; who aspire to get their first job; or start their own business;

A Budget for those who want to save for their retirement and provide for their children.

I can confirm that people sent to Cyprus to serve our country, in our military or government, will be protected in full from any tax on their deposits.

40 per cent of all we export, we export to the eurozone.

There is a huge effort across this government to grow Britain’s trade with the fast growing parts of the world – and exports to Brazil, India and China are up almost two thirds.

UK firms now export more goods to non-EU countries than to EU countries: the first time this has happened in over two decades.

GDP for last year has turned out to be a little higher than the OBR forecast in December, but this year, their output forecast is reduced to 0.6 per cent growth.

While less than we would like, our growth this year and next year is forecast by the IMF to be higher than France and Germany.

The OBR then expect the recovery to pick up to 1.8 per cent in 2014, 2.3 per cent in 2015, 2.7 per cent in 2016 and 2.8 per cent in 2017.

Crucially, jobs are being created.

Mr Deputy Speaker, when we started the unavoidable task of reducing the size of the public sector workforce, some in this House expressed doubts that the private sector would be able to make up the difference. I’m glad to report to the House, that their lack of confidence in British businesses has proved misplaced.

It is a tribute to the energy and enterprise of British companies that for every one job lost in the public sector in the last year, six jobs have been created in the private sector. Compared to this time last year, the OBR now expect 600,000 more jobs in 2013 – and there will be 60,000 fewer people claiming unemployment benefit.

The deficit has fallen from 11.2 per cent of GDP in 2009-10, to a forecast of 7.4 per cent this year. That is a fall of a third. It then falls further to 6.8 per cent next year, 5.9 per cent in 2014-15.

Our judgement has since been supported by the IMF, the OECD and the Governor of the Bank of England. I don’t propose to change that judgement three months later. Mr Deputy Speaker,

I’ve also had representations at this Budget for measures that would add £33 billion a year extra to borrowing on top of the figures I’ve announced. Recovering from the financial crisis has exposed the shortcomings of conventional monetary tools.

We in Britain have had to innovate and develop new tools.

We are now actively considering with the Bank of England whether there are potential extensions to the successful Funding for Lending Scheme that will boost lending still further. And we are also setting out our plans for lending from our new Business Bank.

We also need supply side reform – to throw the full weight of our efforts behind the entrepreneurial forces in our society. Our fundamental overhaul of the planning laws are now helping homes to be built and businesses to expand. Our reform of schools, universities and apprenticeships is probably the single most important long-term economic policy we’re pursuing.

Our support for European free trade agreements with India, Japan and the US is a priority of our foreign policy.

So I accept Michael Heseltine’s excellent idea of a single competitive pot of funding for local enterprise.

I also fully endorse the report of Doug Richard to make the most our apprenticeships.

We have the second largest aerospace industry in the world. For the first time in forty years we manufacture for export more cars than we import.

We’re backing international successes like these with £1.6 billion of long-term funding for the industrial strategy the Business Secretary launched this week. And today we build on our new tax reliefs coming in this year for the creative industries like high-end television and animation with new support for our world-class visual effects sector.

To help small firms, we’ll increase by fivefold the value of government procurement budgets spent through the Small Business Research Initiative. We will fund the proposal to make growth vouchers available to small firms seeking advice on how to expand.

We’ll support the manufacture of ultra low emission vehicles in Britain with new tax incentives. The HM for Stoke on Trent Central has argued passionately and in a non-partisan way about the damage energy costs are doing to his city’s famous ceramics industry – and he’s persuaded me. So we will exempt from next year the industrial processes for that industry and some others from the Climate Change Levy.

But I also want Britain to tap into new sources of low cost energy like shale gas. So I am introducing a generous new tax regime, including a shale gas field allowance, to promote early investment. Shale gas is part of the future.

Mr Deputy Speaker, we can help companies grow and succeed by building infrastructure, backing local enterprise and supporting successful sectors. Our Seed Enterprise Investment Scheme offers generous incentives to investors in start ups.

They have asked me to extend the CGT holiday – and I will.

Employee ownership helps create an enterprise culture. So we’re making our new employee shareholder status more generous, with NICs and income tax relief. And we’re introducing capital gains tax relief for sales of businesses to their employees. Companies that look after their employees, and help them return to work after periods of sickness, will get new help through the tax system too. And we’re going to double to £10,000 the size of the loans that employers can offer tax free to pay for items such as season tickets for commuters.

My HR for Enfield North and others have put forward proposals to help investment in social enterprises. I have listened and we will introduce a new tax relief to encourage private investment in these social enterprises.

Research and development is absolutely central to Britain’s economic future. So today I’m increasing the rate of the above the line R & D credit to 10 per cent. Along with our new 10 per cent corporation tax rate on profits from patents coming in next month, this will help make us one of the most internationally attractive places to innovate.

Here in Britain we’ve cut corporation tax from the 28 per cent we inherited to 21 per cent next year. So in April 2015 we will reduce the main rate of corporation tax by another 1 per cent.

Britain will have a 20 per cent rate of corporation tax – the lowest business tax of any major economy in the world. By merging the small company and main rates at 20p, we will abolish the complex marginal relief calculations between them, and give Britain a single rate of corporation tax for the first time since 1973. Today,

I am unveiling one of the largest ever packages of tax avoidance and evasion measures presented at a Budget. They include agreements with the Isle of Man, Guernsey, and Jersey to bring in over a billion pounds of unpaid taxes.

So to the working parents struggling with the costs of childcare, and the mother wondering whether it makes financial sense to get a job, we offer this: Tax free childcare. New tax-free childcare vouchers for working families: 20 per cent off the first £6,000 of your childcare costs for each child. And increased childcare support for those low income working families on universal credit.

A simple, flat rate pension accessible to everyone and worth £144 a week. Any one pound you save, will be a pound you can keep. For employers that means paying the same employer national insurance as those without defined benefit schemes.

Private sector employers can adjust their pension benefits to accommodate the extra cost; Helping with aspiration also means helping those who want to keep their homes instead of having to sell it to pay for the costs of social care. It’ll also come in in 2016. It will be set to protect savings above £72,000, and we’ll raise the threshold for the means test on residential care from just over £23,000 to £118,000 that year too.

For decades politicians have talked of doing something for savers and those who have to sell their homes to pay for care; and yet nothing has been done. And what symbolises that more than the desire to own your own home. Today I can announce Help to Buy. Help to Buy has two components. First, we’re going to commit £3.5 billion of capital spending over the next three years to shared equity loans. From the beginning of next month, we will offer an equity loan worth up to 20 per cent of the value of a new build home – to anyone looking to move up the housing ladder. You put down a five per cent deposit from your savings, and the government will loan you a further 20 per cent. The loan is interest free for the first five years. It is repaid when the home is sold. Previous help was only available to those who were first time buyers, and who had family incomes below £60,000. Now help is available to all buyers of newly built homes on all incomes. The only constraint will be that the home can’t be worth more than £600,000 – but this covers well over 90 per cent of all homes.

The second part of Help to Buy is even bolder – and has not been seen before in this country. We’re going to help families who want a mortgage for any home they’re buying, old or new, but who cannot begin to afford the kind of deposits being demanded today. We will offer a new Mortgage Guarantee. This will be available to lenders to help them provide more mortgages to people who can’t afford a big deposit. These guaranteed mortgages will be available to all homeowners, subject to the usual checks on responsible lending. Using the government’s balance sheet to back these higher loan to value mortgages will dramatically increase their availability. We’ve worked with some of the biggest mortgage lenders to get this right. And we’re offering guarantees sufficient to support £130 billion of mortgages. It will be available from start of 2014 – and run for three years.

Today, I am cancelling this September’s fuel duty increase altogether. Petrol will now be 13 pence per litre cheaper than if we had not acted over these last two years to freeze fuel duty.

We’re taking a penny off a pint.

In two weeks time, the allowance will reach £9,440 with the single largest cash increase in its history. 24 million taxpayers will see their income tax bill cut by an extra £200. Over 2 million of the lowest paid will be taken out of tax altogether.

The cost of employing people is a burden on small firms. And it is a real barrier to taking an extra person on. To help create jobs and back small businesses in this country I am today creating the Employment Allowance. The Employment Allowance will work by taking the first two thousand pounds off the employer National Insurance bill of every company. It’s worth up to £2,000 to every business in the country. It will become available in April next year once the legislation is passed.

 

 

 

 

 

 

This blog is intended for information purposes only.  It is not intended to be used to make all of your business decisions but as a guide only.


The Financial Spring Clean

 

The weather is warming up and Spring is on the way, its great time for you to put some financial processes into action and start to look forward to the year ahead.

 

Your business plan/budget.

 

Keep this report in mind certainly every six months, ideally every quarter. Rolling the plan ahead and updating it with new ideas or processes you may have in place. I would also look at having a cashflow projection a year ahead, this will help you plug in cash reserves if there is a shortfall ahead of time. You will be better prepared for any challenges that await, if you see this all ahead of time.

 

Cash Is King

 

Keep your creditors and debtors up to date, I see far too many sets of accounts needing either tidying up, or money chasing from several months ago. This will keep you liquid if you are keeping the cash close to your chest. Make sure you have a fully usable process for keeping these up to date. Credit score new Customers if you are giving credit. Don’t be afraid to use outside help if some debts are getting hard to chase. By keeping this professional and not personal you are more likely to get a positive outcome.

 

Look at your processes

 

You can never spend enough time in tightening up your processes. Imagine you have moved your business from a couple of hundred thousand turnover to a million pound turnover business. If you havent addressed processes and improved efficiencies you will never cope with the increased demands. Delegate your time appropriately and keep training of your team at the heart of your business. As you grow you will be become more reliant on them, they are your future. Invest in them wisely and see the rewards, just like you would if you were buying equipment or software to run your business more efficiently.

 

Tracking your Sales

 

Are you tracking where your sales are coming from? How are businesses finding you? I always recommend you track at least the following

 

Where people are finding you

Long term customers/vs new business

Product/service segmentation

Average customer spend

Track every item of marketing spend you have, and make sure they are all working well.

 

Marketing Strategy

 

When was the last time you prepared a SWOT Analysis, Strengths, Weaknesses, Opportunities and Threats. Your competition will be focused on this subject, you need to be one step ahead of them at all times. Dedicate at least a third of your time to marketing focus. Afterall you cant grow without increasing your new business. Track all of the spending in this area and drop what clearly isn’t working. Don’t ponder, this needs direct action.

 

Cost of Sales and Overheads.

 

Keep a close eye on your margins. Always track the service jobs you do, or check margins on the products that you make. It’s a good idea to keep timesheets and compare theses costs to the job originally quoted. This will enable you to quote better, and work on improving your margins, and in turn your profitability.

 

Overheads, keep a track of these. Some of these costs may be fixed, but that doesn’t mean that you cant make amendments if you need to. By knowing ahead of time it is worthwhile knowing your breakeven point. The point at which your sales match your costs, and any surplus is profit.

 

I hope you find these easy to follow steps and look forward to hearing from you as you develop your businesses and grow.  By managing your business as you grow you will be better prepared and find it easier to cope as the demands on your time increase.

 

 

 

 

 

 

 

 

 

 

This blog is intended for information purposes only, you may have suggestions of your own.  it is not intended to be used to make all of your decisions but as a guide only.

Has your business got the potential to be a Franchise?

 

This question has been asked by a number of clients in recent months, so I thought I would share with you some insights into what is required if you are looking into this.

Questions to ask yourself.

Does your business make a reasonable profit?

Do your products or services meet a ready need in the market?

Could your business work in other locations?

Could others be trained to run a business in the same way as yours?

Are you keen to grow but concerned about losing key personnel?

Does it interest you to help others become successful in their own right?

Are you keen to grow whilst minimising the risk?

Are you keen to grow whilst minimising financial outlay?

Would you like to multiply your profits over the next few years?

Would you like to generate a substantial passive income stream?

 

If you are saying yes to most of these questions, then your business could have franchise potential. We have the contacts to hand who can assist you through this important phase.

 

Some of which are:-

Having a sound financial model with excellent documented processes will put you on the right road to make your business a viable option for others. Most networks look at a business being able to run at a turnover of more than £1,000,000 a year, as this has proven that the model is working and that you as owners are seeing success in your own right. That doesn’t mean that as a smaller business that this idea is pie in the sky, but it does make a difference on your selling price and advertising potential of the franchise.

 

We have found that by being able to at the push of the button knowing exactly where you are financially, you can plan for any number of opportunities. The important thing to remember is that whilst you are passionate about your product or service, others will follow suit. Keeping the motivation is a big part of these successful brands. Training and recruitment, and controlled growth and support. It doesn’t matter what type of industry either, we have seen the food industry, manufacturing and accountancy to name a few take on the franchise idea and make a big success. It is a faster way of getting your name out and improving branding and enables you to distribute on a national, multi national scale, and of course profitable. If you would like to hear more, come and book an appointment with us.

 

 

 

 

 

 

 

 

 

 

 

 

This blog is intended for information purposes only advice from past experiences, you may have your own suggestions.  It is not intended to be used for all of your business decisions, but used as a guide only.

Happy with our work?

Our clients have been very loyal by giving us some superb references since we began trading.  In fact, a good proportion of our clients have come via the referral route.

So, it’s time for us to give something back.

Refer us to others for a £40 discount on this year’s fee

As an existing client, if you refer us on to someone who becomes a client directly as a result of your referral, we’ll give you £40 discount on your fees* for that same year.

Refer two clients who sign up with us – and you’ll get double the discount. Three clients and triple – so if you recommend others to us regularly, who knows – you may never have to pay one of our invoices again.

Just make sure that they tell us that you sent them!

To find out more call Nicola on 029 2065 3995 or email her asking for more information.

*at referral invoicing point.

Your year end can cost you more than you think

Preparing your year end accounts can be costly your business – and that’s before you’ve event considered the financial aspect.

In finding, organising and making sense of your paperwork and records, there are time costs, emotional costs (usually stress!) and work-life balance costs to consider.

15% off your year end with us

Cross Accounting Services can help on all fronts. We love year end and so as a thank you from us, we’re offering 15% off your first year end fees with us.

So, you get to spend time doing the things you love at a reduced all round cost – and we get to spend time doing the things we love, thanks to you!

Call Nicola on 029 2065 3995 and quote reference CA15 to receive your discount or email her asking for more information also quoting CA15 Closing date 31 March 2014

The Art Of Cashflow Management

Point 1

Always be aware of what you have in the bank Account

Point 2

Put together a short term cashflow 3 months and a longer term one 12 months

To put together the cashflow statement

Sales Income Put all you known sales turnover from your diary into the forecast Unknown your new sales turnover, use last years figures to guide you, in the absence of last year, use a realistic sales turnover.
Don’t forget VAT and keep it separate, as this money belong to the Inland Revenue
Other Income ie bank interest, dividend, insurance refunds.

Costs Cost of Sales this can be based on your average margin percentage

Overhead costs

Fixed and variable

Ie rent, heating, salaries, office costs
Bank loans and capital
The VAT return and Paye

Point 3

Update this daily or weekly, with actual figures, this will allow you to see in advance how your cash is being spent, and also if you need to fund the business. Or used for Capital expenditure and taking on staff. It’s a great predictor for being able to do operation things.

Point 4

If you see a dip in funds, make sure you know in plenty of time, as a six week window may not be able to be filled, whereas a 3 to 6 month window you can plan ahead, and build up cash funds to cover you over the slower time.

Point 5

Use other sources to save on cashflow Gain credit with suppliers Get your capital expenditure leased, or obtain a bank loan. This will also improve your credit score. You score goes up, when you are able to get credit.

Point 6

Keep this on track at all times, even when you are in a cash rich, situation. You might be wasting your money on low interest schemes. Look at saving in other areas.

Let it be used against bringing your tax bill down, investments in EIS schemes, Pension contributions.
Further investment that will give a better return. Capital expenditure. Website development.

Self Employment Vs Employed

I get asked questions about subcontractors on a regular basis, so I thought I would share a few tips with you.

Employed

You will need to register for PAYE all employed staff regardless of the number of hours they work for you.    You need to keep personal information for example.  Name, address, national insurance, date of birth, hours worked and start and finish dates.   Keep a personnel file of any discussions or grievances too.

All employees require an employment contract, this can be simply done see the business link website for a template.

Business Link Template

Or you can use a registered HR Company to prepare one for you.

It describes the employee job title, description, hours of pay.  Rights to holiday entitlement, grievance procedures and sick and maternity leave.  Confirmation of start date and a job description, along with company rules and procedures.

You as the employer allocate work as required and set the hours of work to that employee, these are likely to consistent.  They do not have the responsibility of hiring or dismissing your staff.

You will need to keep employment records and records of salary paid, and you are responsible for their national insurance and income tax contributions.  You will also pay Employers National insurance on top of their salary, after the tax free allowances are taken into account.   Normally applying to full time time or part time after earning gross pay of £625 per calendar month. 2012/13 rates.

Self Employed or Contractors

Self employed staff or sub contractors are normally used on a temporary basis, the hours can be sporadic, and they have other customers besides yourself.

They would either be set up as a Limited Company, ie they are the employees of that company  or your supplier.   Or set up for self assessment.   They have the right to take or refuse a contract offered to them.  They also have the right hire and dismiss their own staff.

They have no entitlement to holiday pay, or sick pay through yourselves, or minimum wage.  But will normally charge for work done at their agreed hourly or fixed term rates.

They will either invoice you for the contract or have a deduction made on their fee through the CIS scheme.

The CIS scheme is a fairly simple scheme where you are either the contractor or the subcontractor, the contractor will deduct and pay over 20% of the subcontractors gross pay for income tax.  The subcontractor is responsible for their own national insurance.   There is a monthly submission required to tell the Inland Revenue what deductions have been made, and payment may be required.

Subcontractors can claim any overpaid deductions against their self assessment return, once a year.

A point to be wary of, any sub contractor that works only for you, and for more than six months will automatically be classed as an employee, once this time has elapsed and you will be responsible for their tax and national insurance.

If in any doubt contact the Inland Revenue helpline on 0845 900 0444

There are many case law studies, where this issue has become cloudy, and the sub-contractor has won the case, been able to sue the customer for lost holiday pay, sickness pay allowances.   Don’t let that be you.

This blog is intended for information purposes only and is only advice from past experience, you may have other suggestions of your own.  It is not intended to be used to make all of your business decisions but as a guide only.

Top 10 Tips To Running Your Own Business

The Idea

Put a lot of energy into your business idea

Things to think about

Is my business a new start up
Have I bought the goodwill of an existing business
How am I going to turn it from an idea to a real working business
What type of business is it.
How am I to market the business
Do I have the necessary skills to make it work
Do I need the help of others
Do I need premises or can I work from home
How saturated is my market, how can I stand out from the crowd
Low cost price/versus high volume
High cost price/versus low volume
Services/Product mix
Costings of the service/product

Your USP

Unique Selling Point

Why should a potential customer buy from you?

Put together a plan detailing your USP and start promoting this from day one. This can change over a period of time as your business develops.

Think about your branding at this stage. You want to be familiar make it stand out.

Put together a business plan

I spend a lot of time mentioning putting together a business plan. It will focus the mind and highlight any potential issues you make have to face and overcome. The financials and the competition being the main parts of the plan. Spend a lot of time on these and you will have a well thought out plan ahead for you to work to.

Soletrader, Partnership or Limited

Tax relief available for Limited, but increased paperwork. Decide your status at the beginning of the life of the business. It can change at a later stage as it needs to.

The Cashflow

In the early days you will find yourself paying out and not seeing the instant reward for a period of time. Put this together with open eyes. The Sales income may be slow to start off with.

Put together a simple cashflow and complete with actuals month on month, and always roll it ahead. You can see instantly where your surplus/deficit cashflow is.

Goal Setting or KPI’s

Set yourself some goals to achieve in year 1, 2 and 3.

Sales targets
Gross margin
Net profit
Sales enquiries/website traffic
Segmentation i.e. sales types split up by category versus margin from each type

Whatever you decide to choose, keep this in both numerical format and graphical format and compare month on month, year on year. You can see instantly that you either are going the right way, or need to take action to get back on track.

The Competition

Always stay one step ahead of the competition

Review key words on the web
Price testing of the market
USP
Value for money
Unique product/service

Find out what the competition are doing and stay up to date. Look at both the smaller companies (they tend to grow) and the larger companies. (they may have a bigger marketing budget) you can learn from them. They were small once.

Your Customer

Know your market inside out. This needs to be specific, not too general.

The demographics. Is your business local or can it be national or international.
Age group, gender
Financial budget of the customer you are targeting
Seasonality

By knowing your customer you can sell to them better.

Get a website

Not all businesses need a website but most need a web presence of some kind. Look into your competition if they have a website then you need one too.

There are many low cost examples to start off with, and as you get bigger this can be something you can develop over time.

Accountant

Keep your accounts in good order and you will always know where you are financially. It is key to know you’re making a profit and staying that way.

Taking action if your finances need a pick me up.

Use your Accountant as someone who you can telephone from time to time to discuss your strategy. It should be a two way street.

It’s not just about preparing tax returns and accounts, this should be part of your strategy.

This blog is intended for information purposes only and is only advice from past experience, you may have other suggestions of your own. It is not intended to be used to make all of your business decisions but as a guide only.