Why ERPs can never be used in Financial Analysis: Incompatibility of Data set between Accounting and Budgeting, and the two missing mechanisms

As we have previously seen, both Accounting and Financial Analysis, deal (in principle) with the same concepts (sales, purchases, salaries, ads etc). However, the information data sets they use, are incompatible with each other.

Financial Analysis and Budgeting, work on a concentrated form of data. For example: “Forecasted sales of May = 10 mil USD”. On the other hand, Accounting works on an “individual invoice” on a “specific date” level. Any attempt to make an Accounting entry out of the forecasted sum, would not yield any better result than the “Monthly Average” method. However this action (performed within an ERP) will deprive the user of all the advantages of working in a spreadsheet, like automatic recalculations, some basic ability to handle “What if” scenarios etc.

ERPs do not have the correct mechanisms to automatically calculate derivative sums and their relevant cashflows, and automatically feed them back in the workflow, without any human intervention.

Examples of such events are the VAT payment, Interest Income, Interest Expense, payment of withheld taxes, Income Tax, distribution of earnings etc. These tasks are performed manually by the Accountants, and any relevant tools that might exist in the ERP, simply provide same help and guidance to the user, but do not make automatic decisions by themselves. In order to fully understand the complexity that is needed to create such a mechanism, you should see the CCF (Calculated CashFlow) set-up requirements in C2BII.

ERPs do not have any mechanism at all to handle “What if” scenarios.

The reason for that, is that in Accounting there is no uncertainty. You have your invoice in front of you and you enter it into the books. The date of issuing of the invoice is final. The sum that you will pay (or collect) is final. The credit terms of the invoice are final. In Financial Analysis you constantly have to worry about what it means if we make only 92% of the forecasted sales etc. In order to fully understand the nature of the mechanism that will handle “What if” scenarios, you should see the Variation Factor set-up requirements in C2BII.

Stick around, as we are going to discuss the problems about the method thru which the CashFlow is currently being performed.

Posted in Budget, Budgeting, C2BII Instructions, CashFlow, Financial Analysis, Financial Analysis Method, Investment Plan Evaluation | Tagged , , , , , , | 1 Comment

What is the 100% accurate method to calculate “Profit & Loss” that has existed for centuries, but needs to be tweaked in order to be compatible with Financial Analysis?

As we have previously seen, on a global level, Accounting & Finance professionals use the “Monthly Average” method, or the “Net Present Value” method, or the IRR method, to perform “Investment Plan Evaluation”, Budgeting and CashBudgeting, despite all their known problems, because an accurate method to perform those tasks, previously didn’t exist. The real question behind those tasks is “Profit & Loss”, and it is still not being answered in an accurate and satisfactory way, that can stand up to scrutiny and verification.

The interesting thing is that humanity has been using for centuries a method to calculate “Profit & Loss”, whose validity and accuracy is unquestionable and accepted by all. That is the “Double Entry bookkeeping system” or in other words “Accounting 101”.

Some people might be thinking by now, that since “Accounting 101” is implemented so well by the hundreds of ERPs that currently exist, why don’t we enter the forecasts in an ERP and calculate thru it the “Profit & Loss”.

That kind of suggestion can only come from an inexperienced person. Unfortunately, that plan can never work under any circumstances. There are three reasons for that. There is one incompatibility of data between Accounting and Financial Analysis, and there are two missing mechanisms from all ERPs. Each of these reasons, by itself, is capable of bringing such an attempt to a halt.

Stick around, as we are going to discuss that incompatibility and those missing mechanisms.

Posted in Budget, Budgeting, C2BII Instructions, CashFlow, Financial Analysis, Financial Analysis Method, Investment Plan Evaluation, NPV, Net Present Value | Tagged , , , , , , , , | Leave a comment

A Financial Analyst’s wish list Part 3: Assumptions should not be a part of the calculation, just like in Accounting

Again this one is something that you can fully understand only if you have already done it. If you think that the equation of “Income – Expenses = Profit” is easy to implement (in an environment of forecasts – not one of actual invoices), then I have no hesitation to say that you probably have never done it yourself on a professional level and in a live business environment. In Academia, some oversimplified examples can give you confidence, but eventually you will find out that “life in the trenches” is a completely different situation than the MBA classroom.

All these problems that you will find in the implementation in a live environment, are responsible for the creation of the “multicolored spreadsheet” monster that we have discussed earlier. On the other hand, Accountants rarely need to create notes that justify their Accounting entries. Again the frustrating part is that both Accountants and Financial Analysts deal with the same concepts in principle (i.e. sales, purchases, expenses etc).

I’m sure that you remember the previously discussed equation of:

Forecasts     +     Calculation Method     =     Result

     ±A%                                   ±B%                          ±(A+B)%

The ideal situation, and in my opinion the only correct one, is that assumptions should belong in the business part of the Financial Analysis, or in other words the ±A% part. The calculation method, or in other words the ±B% part, should be a transparent and easily verifiable technical process, just like it is in Accounting.

Any seasoned veteran of Financial Analysis that reads these lines will probably sigh and remember the tortures that in the past he/she has suffered, and wish that there was some practical way that this wish list could become a reality.

Stick around, and we are going to start discussing the basis of the C2BII method, and see why and how it will create such a revolution in the field of Financial Analysis.

Posted in Budget, Budgeting, CashFlow, Financial Analysis, Financial Analysis Method, Investment Plan Evaluation | Tagged , , , , , | Leave a comment