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	<title>John Iverson</title>
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	<link>http://www.iversonaccounting.com</link>
	<description>Accounting and so much more...</description>
	<pubDate>Wed, 03 Dec 2008 22:41:51 +0000</pubDate>
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		<title>Vanishing Margins</title>
		<link>http://www.iversonaccounting.com/vanishing-margins/</link>
		<comments>http://www.iversonaccounting.com/vanishing-margins/#comments</comments>
		<pubDate>Wed, 03 Dec 2008 22:35:36 +0000</pubDate>
		<dc:creator>Patrick Iverson</dc:creator>
		
		<category><![CDATA[John's Rants]]></category>

		<category><![CDATA[Vanishing Margins]]></category>

		<guid isPermaLink="false">http://www.iversonaccounting.com/?p=72</guid>
		<description><![CDATA[If you are a typical crafts professional, then you work on a margin/gross profit/contribution rate of about fifty per cent. The first point you need to appreciate is that this is the same spread your gallery owners get when they double your price (it&#8217;s called keystoning). Yes, folks, it really is a level-playing field: we [...]]]></description>
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		<title>Suppliers</title>
		<link>http://www.iversonaccounting.com/suppliers/</link>
		<comments>http://www.iversonaccounting.com/suppliers/#comments</comments>
		<pubDate>Wed, 03 Dec 2008 22:35:11 +0000</pubDate>
		<dc:creator>Patrick Iverson</dc:creator>
		
		<category><![CDATA[John's Rants]]></category>

		<category><![CDATA[Suppliers]]></category>

		<guid isPermaLink="false">http://www.iversonaccounting.com/?p=70</guid>
		<description><![CDATA[Every craftsperson depends on a wide range of suppliers to obtain the necessary materials and supplies to produce the work. Some are more important than others, and likewise, materials are more important in some craft media than others. A jeweler specializing in gold and diamond rings places more emphasis on her supplier relationships than, say, [...]]]></description>
		<wfw:commentRss>http://www.iversonaccounting.com/suppliers/feed/</wfw:commentRss>
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		<item>
		<title>Promoting Your Work – a case study</title>
		<link>http://www.iversonaccounting.com/promoting-your-work-%e2%80%93-a-case-study/</link>
		<comments>http://www.iversonaccounting.com/promoting-your-work-%e2%80%93-a-case-study/#comments</comments>
		<pubDate>Wed, 03 Dec 2008 22:34:47 +0000</pubDate>
		<dc:creator>Patrick Iverson</dc:creator>
		
		<category><![CDATA[John's Rants]]></category>

		<category><![CDATA[Promoting Your Work]]></category>

		<guid isPermaLink="false">http://www.iversonaccounting.com/?p=68</guid>
		<description><![CDATA[Susie produces a line of fashion jewelry. She keeps separate books on her craft business, and has a good handle on her cash flow. Right now most of her sales are on the West Coast, and a sales rep generates them for her.

Her small business is profitable, and she feels there is a clear prospect [...]]]></description>
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		<title>Profitability of Production Work – a case study</title>
		<link>http://www.iversonaccounting.com/profitability-of-production-work-%e2%80%93-a-case-study/</link>
		<comments>http://www.iversonaccounting.com/profitability-of-production-work-%e2%80%93-a-case-study/#comments</comments>
		<pubDate>Wed, 03 Dec 2008 22:34:01 +0000</pubDate>
		<dc:creator>Patrick Iverson</dc:creator>
		
		<category><![CDATA[John's Rants]]></category>

		<category><![CDATA[Profitability of Production Work]]></category>

		<guid isPermaLink="false">http://www.iversonaccounting.com/?p=66</guid>
		<description><![CDATA[Judy has a nice little craft studio making one-of-a-kind recycled pins and beaded baskets. She started her business working part-time in 1989. From modest beginnings she has grown her business to the point where she is now a full time craftsperson. She sells her work at several local retail shows, and this past winter exhibited [...]]]></description>
		<wfw:commentRss>http://www.iversonaccounting.com/profitability-of-production-work-%e2%80%93-a-case-study/feed/</wfw:commentRss>
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		<title>Other Dimensions of Pricing</title>
		<link>http://www.iversonaccounting.com/other-dimensions-of-pricing/</link>
		<comments>http://www.iversonaccounting.com/other-dimensions-of-pricing/#comments</comments>
		<pubDate>Wed, 03 Dec 2008 22:33:16 +0000</pubDate>
		<dc:creator>Patrick Iverson</dc:creator>
		
		<category><![CDATA[John's Rants]]></category>

		<category><![CDATA[Other Dimensions of Pricing]]></category>

		<guid isPermaLink="false">http://www.iversonaccounting.com/?p=64</guid>
		<description><![CDATA[The price you decide to charge is but one aspect of the pricing equation, and not necessarily the most important one to your customer. The buying decision is based on the overall package presented to the customer, of which price is just one component. Many buyers will pay a higher price in return for other [...]]]></description>
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		<title>Employees</title>
		<link>http://www.iversonaccounting.com/employees/</link>
		<comments>http://www.iversonaccounting.com/employees/#comments</comments>
		<pubDate>Wed, 03 Dec 2008 22:32:41 +0000</pubDate>
		<dc:creator>Patrick Iverson</dc:creator>
		
		<category><![CDATA[John's Rants]]></category>

		<category><![CDATA[Employees]]></category>

		<guid isPermaLink="false">http://www.iversonaccounting.com/?p=62</guid>
		<description><![CDATA[We&#8217;d all make a lot of money if we didn&#8217;t have to pay our employees, wouldn&#8217;t we? Here&#8217;s a short quiz. Employees are:
a) trustworthy, loyal, conscientious, dedicated, motivated etc., or
b) lazy, worthless, good-for-nothing, thieving, conniving, shiftless etc.

Employer attitudes about the workforce tend to fall between these extremes, hopefully more toward (a) than (b). Loose, exciting, [...]]]></description>
		<wfw:commentRss>http://www.iversonaccounting.com/employees/feed/</wfw:commentRss>
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		<title>Depreciation</title>
		<link>http://www.iversonaccounting.com/depreciation/</link>
		<comments>http://www.iversonaccounting.com/depreciation/#comments</comments>
		<pubDate>Wed, 03 Dec 2008 22:32:12 +0000</pubDate>
		<dc:creator>Patrick Iverson</dc:creator>
		
		<category><![CDATA[John's Rants]]></category>

		<category><![CDATA[Depreciation]]></category>

		<guid isPermaLink="false">http://www.iversonaccounting.com/?p=60</guid>
		<description><![CDATA[Depreciation, and its cousin amortization, are fairly obscure accounting terms. The most immediate and practical application they have to a craftsperson is as a deduction against earnings to arrive at income for tax purposes. Straight line, double declining balance, MACRS and ACRES methodologies are best left in the hands of the accountants. But what are [...]]]></description>
		<wfw:commentRss>http://www.iversonaccounting.com/depreciation/feed/</wfw:commentRss>
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		<title>Credit and Collections</title>
		<link>http://www.iversonaccounting.com/credit-and-collections/</link>
		<comments>http://www.iversonaccounting.com/credit-and-collections/#comments</comments>
		<pubDate>Wed, 03 Dec 2008 22:31:52 +0000</pubDate>
		<dc:creator>Patrick Iverson</dc:creator>
		
		<category><![CDATA[John's Rants]]></category>

		<category><![CDATA[Credit and Collections]]></category>

		<guid isPermaLink="false">http://www.iversonaccounting.com/?p=58</guid>
		<description><![CDATA[Corporate credit managers have an old saying to the effect that it&#8217;s not really a sale until you put the money in the bank. There is some truth in that. Lots of things can happen to that shipment while the receivable is still outstanding. The customer can refuse to pay for a variety of reasons [...]]]></description>
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		<title>Contract Workers</title>
		<link>http://www.iversonaccounting.com/contract-workers-2/</link>
		<comments>http://www.iversonaccounting.com/contract-workers-2/#comments</comments>
		<pubDate>Wed, 03 Dec 2008 22:30:32 +0000</pubDate>
		<dc:creator>Patrick Iverson</dc:creator>
		
		<category><![CDATA[John's Rants]]></category>

		<category><![CDATA[contract workers]]></category>

		<guid isPermaLink="false">http://www.iversonaccounting.com/?p=56</guid>
		<description><![CDATA[ More home businesses get in trouble with the Internal Revenue Service for miss-classifying their workers than for any other reason. Typically the outside help works in the studio on a full- or part-time basis using the business owner&#8217;s tools and equipment, and is paid an hourly wage with no deductions taken. When the IRS [...]]]></description>
		<wfw:commentRss>http://www.iversonaccounting.com/contract-workers-2/feed/</wfw:commentRss>
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		<title>Cash Flow</title>
		<link>http://www.iversonaccounting.com/cash-flow/</link>
		<comments>http://www.iversonaccounting.com/cash-flow/#comments</comments>
		<pubDate>Wed, 03 Dec 2008 22:30:03 +0000</pubDate>
		<dc:creator>Patrick Iverson</dc:creator>
		
		<category><![CDATA[John's Rants]]></category>

		<category><![CDATA[Cash Flow]]></category>

		<guid isPermaLink="false">http://www.iversonaccounting.com/?p=54</guid>
		<description><![CDATA[A balance sheet is a static picture of a business at a point in time. It describes what the business owns and who owns it. A business has assets such as cash, accounts receivable, inventories and equipment (fixed assets). At the same time a business owes money to vendors, banks, taxing authorities etc. Whatever&#8217;s left [...]]]></description>
		<wfw:commentRss>http://www.iversonaccounting.com/cash-flow/feed/</wfw:commentRss>
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		<title>Working Capital</title>
		<link>http://www.iversonaccounting.com/working-capital/</link>
		<comments>http://www.iversonaccounting.com/working-capital/#comments</comments>
		<pubDate>Tue, 27 May 2008 03:03:55 +0000</pubDate>
		<dc:creator>John</dc:creator>
		
		<category><![CDATA[John's Rants]]></category>

		<category><![CDATA[Working Capital]]></category>

		<guid isPermaLink="false">http://www.iversonaccounting.com/?p=49</guid>
		<description><![CDATA[As if there aren&#8217;t enough figures dancing around the left side of your brain, here&#8217;s another concept that you need to have a grasp on if you want to stay on top of your business. It&#8217;s not enough to make profit; you also have to manage your working capital. Working capital is the cash that [...]]]></description>
		<wfw:commentRss>http://www.iversonaccounting.com/working-capital/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Pricing</title>
		<link>http://www.iversonaccounting.com/pricing/</link>
		<comments>http://www.iversonaccounting.com/pricing/#comments</comments>
		<pubDate>Tue, 27 May 2008 03:03:28 +0000</pubDate>
		<dc:creator>John</dc:creator>
		
		<category><![CDATA[John's Rants]]></category>

		<category><![CDATA[Pricing]]></category>

		<guid isPermaLink="false">http://www.iversonaccounting.com/?p=48</guid>
		<description><![CDATA[Separating the Amateurs from the Professionals. Nothing is more difficult, for both newcomers and old hands alike, than pricing. It gets to the guts of what it&#8217;s all about. Incorrect pricing, either charging too much or too little, usually is the single greatest cause of business failure. When we look at pricing, we are examining [...]]]></description>
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