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                                      Finance for Non-Financial Managers
                               52
                               and loss (P&L) statement, statement of income and expenses,
                               and a few others.
                                   Whatever you call it, it’s usually acknowledged to be the
                               most important report a company produces. (But hold your
                               vote until you’ve read Chapter 6.) As such, it behooves us to
                               spend a little time understanding how it comes together, and
                               why that matters.
                                   While non-financial people readily recognize the importance
                               of the income statement, they don’t always appreciate how
                               transaction timing affects profit in any given period. In fact,
                               they’re often surprised that monthly reports don’t show the
                               effects of individual transactions that they reasonably expected
                               to see, even though nothing has been missed or been reported
                               incorrectly. There are two culprits in this plot:

                                   • The passage of time between the date a transaction was
                                     first committed to a supplier or a customer and—through
                                     the processes of fulfillment, invoicing or billing, and
                                     recording—the date payment was made or received.
                                   • The confusion that sometimes arises over when a transac-
                                     tion should properly be recorded, under the accounting
                                     rules. (Remember GAAP from Chapter 1?)
                                   Regarding the first culprit, time, there’s often a long
                               sequence of events that must be completed before a transaction
                               may be recorded. The final step of a transaction can be record-
                               ed days or even weeks after the initiating department has fin-
                               ished its role in the process, e.g., filling the customer’s order. It
                               might be even longer before the transaction is complete, e.g.,
                               the company collects from the customer.
                                   As for the second culprit, confusion, I can recall one typical
                               incident when I was the controller for a large company with a
                               nationwide sales organization. A regional sales manager with
                               budget responsibilities questioned a financial report that showed
                               expenditures charged to his department in June, when he had
                               made the deal with the supplier to provide the merchandise or
                               services in April. “Why wasn’t it taken out of my budget in April
                               when I spent the money?” he asked.
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