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    • The Profit And Loss Forecast-Step 1
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    • 1. Whose Business Is It, Anyway?
    • 2. How to Identify and Monitor the Key Financial Elements of Your Company
    • 3. Kill The Budget
    • 4. How to Foresee And Predict Your Financial Future
    • 5. The Dynamic Financial Planning Process
    • 6. Developing The Forecast
    • 7. Expenses
    • 8. The Cash Flow Forecast
    • 9. What Do You Do with Your Forecast Now That You Have One?
    • 10. In Summary
    • 11. What Do All the Numbers
    • 12. The Business Plan: We Must Plan For The Future
    • 13. Personal Planning Is a Must
    • 14. A Matter Of Minutes >
      • 15. A Final Word
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The Hot Dog Syndrome
Written in 2002, The Hot Dog Syndrome is an account of fictional entrepreneur Ron Alexander's journey through business ownership and The Voice that helps guide his decision making process. The story is based on proven financial strategies and the collective experiences of Harvey A. Goldstein, CPA in his 35+ year public accounting and consulting career. As the subtitle notes, it is a guide to "Everlasting Strategies for Obtaining Money, Enjoyment and Security from Your Business." A must read for any entrepreneur.

Don't Bust The Budget, Toss It
t
he outspoken Goldstein takes several shots at his own profession. “Conventional accounting tells you where you’ve been. Think about the amount of money companies spend on CFOs, controllers, bookkeepers, outside accountants, and a myriad of other advisers who counsel on the financial past. Yes, they will tell you your sales were up or down. As if you didn’t know. They’ll also counsel that you may have spent too much here and maybe not enough there. You’ll spend thousands of dollars analyzing what you did. What is the major problem with this exercise? You cannot change the past! It’s not possible. The only thing that is important is the future…. what lies ahead.” Goldstein discourages the use of budgets by entrepreneurial companies, but preaches the need for developing “dynamic financial plans” that will both change as facts and circumstances change and also allow management and their counsel to predict and manage the future financial activities of the business.  He explains, “The three most important questions that all entrepreneurs need the answer to at all times are: How much cash will I need? When will I need it? Where will I get it? If you don’t know the answer to those three questions I guarantee sleepless nights.”
The main emphasis of “Don’t Bust The Budget: Toss It!” is how to develop and manage a “dynamic financial plan” that will  increase cash flow, profitability, and help management foresee its financial future.






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