Budget & Tax Zone
Accountancy Online Service
AA Matthew & Co [Accountants] started operations in 1999 and has produced thousands of accounts for thousands of clients over the last 18 years. We are qualified accountants and take great delight in meeting the requirements of our clients at a reduced cost especially through the cost saving advantages offered by the internet. In addition tro our traditional services offered to clients , we have developed an alternative online service for clients who want to take advantage of further fee reductions. The online services offered and the discounted fees are detailed below:
SERVICES TURNOVER** FEES [Our Fees are VAT Inclusive]
SELF ASSESSMENT TAX RETURNS £0-15,000 £150
SELF ASSESSMENT TAX RETURNS £15,001-40,000 £350
SELF ASSESSMENT TAX RETURNS £40,001-75,000 £450
SELF ASSESSMENT TAX RETURNS £75,001-100,000 £650
COMPANY ACCOUNTS PRODUCTION £100,000-300,000 £1,200
QUARTERLY VAT RETURNS £0-£150,000 £75
MONTHLY BOOKKEEPING [QUICKBOOKS] £0-£150,000 £16 Per Hour
PACKAGED SERVICE LEVEL ONE* £0-£100,000 £75 Per Month
PACKAGED SERVICE LEVEL TWO* £100,001-250,000 £100 Per Month
VAT REGISTRATION £150
COMPANY REGISTRATION £150
* Packaged Service Levels are services designed for clients who require Monthly Bookkeeping, Quarterly VAT Returns and Final Accounts
** Most of our online clients' turnover falls with the stated turnover bracket but where your turnover is more we would ask you to advise us of your turnover and requirements on which basis we would agree a fee payable monthly or per invoice.
How it Works!
Register your interest as a propective client by calling us on either 0800 612 8774 or 07930 105 233. You may also complete the Contact Page mailing form. Fill out your name and email address and send an email to email@example.com detailing the services required and the specified fees. You should then proceed to make a payment using the Paypal Payment button on the right hand side of this page.
Once we receive your contact details, email and payment, we would send out an email acknowledging receipt of the correspondence forwarded to us and the payment made and formally admit you as a client. Please note that Package Service Clients would be required to set up a monthly standing order for £100 or £150 depending on the Packaged Service Level applied for.
SEND US YOUR RECORDS
Once you receive our email if you are unclear about any issue please email us at firstname.lastname@example.org or call on 0800 612 8774. Our email would include instructions concerning records we require in order to produce your accounts such as Bank Statements, Credit Card Statements, Bank Cheque stubs, Invoices, Receipts etc. You may forward your records to us by email if already saved electronically or by post.
ACCOUNTS PRODUCTION AND TAX RETURN FILING
We aim to complete a full set of accounts ready for Company House and/or HMRC filing after final checks and approvals within 1 week of receiving your complete paperwork.
We provide an all year round support through emails, telephone and post. Our hands-on friendly staff are available to provide neccesary help and assistance as required within working hours Monday to Friday. We may be able to assist outside working hours and on weekends based on request.
1. THE ENTERPRENUER'S PROFILE
The aspiring enterprenuer must possess a number of the following qualities in order to make a success of his/her business:
1. A wide range of ability and knowledge in all aspects of the business without being a core specialist at any.
2. The passion, willingness and determination to do anything including menial work in order to ensure the Business succeeds.
3. Self Confidence is undeniably a core aspect of the Entreprenuer's profile without it he/she can't go far.
3. Perseverance and the rare ability to keep fighting at the face of defeat is precious to the Entreprenuer's makeup.
4. Creativity and Innovation- Creativity has to do with thinking differently while innvoation has to do with bringing creativity to life.
An enterprenuer must break boundaries in thought and break grounds in implementing his dream.
5. Entreprenuers are goal orientated, results driven and restless. They set goals and draw pleasure from achieving those goals and then go on to set more daunting goals.
6. Risk taking is by far the key variant that sets apart an enterprenuer from others. The enterprenuer is willing and able to take risks- some uncalculated in order to achieve his business goal. The average employee is content to stay at his job and enjoy an illusory 'Job Security'
7. Decision making based on careful thought, deep data analysis, gut feeling, prophetic insight and intuitiveness ultimately determines success, greatness and incredulous wealth in the marketplace. Procastination, poor decision making habits and fear leads to ultimate disaster in business.
2. REASONS FOR BUSINESS STARTUP
1. Contrary to generally held opinion as confirmed by the UK firm 'Opal' in a survey conducted in 2010 only 12 per cent of new enterprenuers had planned to go into business, a whooping 71 per cent started up because of redundancy, cut in hours and pay cuts. [Business Startup 2012, Sara Williams]
2. Other new enterprenuers started up because of personal problems at work such as transfer to a different location or job, slow promotion, reaching retirement age without much money, problems with the boss, feeling undervalued and undermined, middle age crisis, the need to make a mark in life, following the lead of others who have taken the plunge. [Business Startup 2012, Sara Williams]
3. The effect of the credit crunch and the weak economy has forced some new enterprenuers to take the plunge knowing that the days of job for life or job security is well over.
4. Some enterprenuers start out in business in order to achieve a credible work-life balance, some work from home and are therefore able to take care of their children and family whilst earning money.
5. Changing society traits such as the availability of online business opportunities, business reality shows and enterprise education in schools has made the idea of business startup a near reality to many.
6. Time Freedom has always been a major reason why some enterprenuers have started in business. Being your own man has many advantages of which time freedom is paramount.
7. Financial Freedom, the possibility of starting a family dynasty of wealthy individuals such as the Rockefellars or buiding incredulous wealth like Bill Gates, Warren Buffett or Carlos Slim or creating iconic global companies like Steve Jobs' Apple or Thomas Watson's IBM has led many on the road to Business Startups.
8. When business ideas and opportunites meet accurate timing, a great product and a well carved niche in the market place enterprenuers with vision, drive, fortitude and a financial base may rise to the occasion and give birth to an iconic company.
3. WHY BUSINESS STARTUPS FAIL
1. The primary reason why businesses fail is managerial incompetence. In other words, the management or 'owner manager' does not know what they or he/she is doing. The 'owner manager' or management team are lacking in essential skills, knowledge and competence to be in a position to succeed in the dynamic business environment in which they operate.
2. The second major reason why business start-ups fail is because the 'owner manager' is a technical person. He is good at his core competence which may be producing a product or providing a technical service. A technical person may be effective in the core competence of the business but may not be trained in other fields of the business such as marketing, selling, financial management, bookkeeping, human resource management. Such a technical person would remain a 'one man business' or fail.
3. Businesses fail because the company is located in a shrinking market, without a niche to exploit, without a product or service that is needed or can be differentiated and without a unique market offering.
4. Business Start-ups fail within the first 5 years mainly because of the inexperience of the entreprenuer and his/her reluctance to obtain professional help. Businesses that run without competent advice often fail. The accountant is there to advise on business, tax and financial matters, the solicitor is there to provide legal advice and support, the internet marketers are there to provide marketing skill for the 21st century business but a failure to access these professionals could ultimately lead to business failure.
5. Organisations rise and fall on leadership. The management team you assemble as an entreprenuer would eventually determine the success or failure of the business venture
6. Organisations often overtrade by growing too fast, making a lot of sales but not catching up on their receivables, paying their accounts payable too soon and ending up with cash flow problems. Too much money gets tied up in stock and soon the company is set to go in bankruptcy because it can no longer pay it's bills.
7. Lack of adequate financing can put the lid on many a business. Growth programmes without adequate funding often end up as financial disasters.
8. An over spiralling of running costs can soon end the business venture. Tight budgetary control of costs and expenses is crucial for the survival of the business.
4. PREPARING THE BUSINESS PLAN
A business plan provides a blueprint for creating and running a successful business enterprise. It is a road map, a business venture A-Z that reveals how the business is going to undertake strategic planning, competitor analysis, operations, marketing, finances and the human resource functions in a bid to succeed in the marketplace. In preparing the Business Plan the following are considered essential:
1. The Business plan process starts with a strategic review and plan. The strategic review and plan involves establishing the vision, mission and objectives of the business, an analysis of the business to determine the key differentiators and unique selling points, determining the core competencies of the organisation and the configuration of it's resources in terms of Value added analysis, value chain and value system. It also involves a product and portfolio analysis, a generation of strategic options by taking into consideration the Stakeholder analysis, Environmental analysis, Industry and competitor analysis and SWOT analysis. [Guide to Business Planning, Graham Friend and Stefan Zehle]
2. The central part of the Business plan process is the marketing strategy. If the organisation misses the marketing strategy it would not survive in the market place. The market strategy process involves market and customer analysis, market segmentation, market targeting, marketing mix and market positioning. Market forecasting also plays a key role in determining the total market volumes, prices, market values and market share. The market forecast is expected to flow into the marketing plan which forms the basis of the revenue projections in the projected financial statements. [Guide to Business Planning, Graham Friend and Stefan Zehle]
3. The Operational plan details how the business will carry out its daily activities. Such plan is crucial in the allocation of resources, it is the main driver of most operational and capital expenditure items including the quantification of physical items such as office space, plant and machinery. [Guide to Business Planning, Graham Friend and Stefan Zehle]
4. Business Modelling is key to generating the financial forecasts that form a central part of any Business plan, it also enables a better understanding of the business economics and drivers. Business modelling enables the evaluation of alternative strategic options, the funding requirement and risk analysis. It involves a curious mix of projected financial statements, cash flow statements, with various factors simulated and subjected to Sensitivity analysis in order to identify how the business will perform under various market propositions.
5. Evaluate and Select Strategy-Under this option the strategic alternatives created through Business modelling are subject to a qualitative evaluation under the headings of Consistency, Validity, Feasibility, Business Risk and Flexibility. Strategic options must be consistent with the organisation’s mission, vision and objectives, the assumptions underlying the strategic alternatives must be valid, the strategy must be feasible and the business must have the capacity to acquire the necessary resources, assets and human personnel to carry out the strategy. The risk-reward trade-off must be within acceptable limits as defined by the business and finally, the chosen strategy must be flexible and subject to adaptation should underlying circumstances change. [Guide to Business Planning, Graham Friend and Stefan Zehle]
6. Business Funding-The Business plan must identify the maximum funding required and the length of period it would be required for before determining how best to source such funding. There are basically two core ways of raising finance-Equity and Debt. Equity funding is based on selling the shares of the company privately or through a public offering in order to raise money whilst debt financing is essentially borrowing from the bank or financial institutions in order to fund the business. Each category of funding has its advantages and disadvantages and a number of factors must be considered in order to arrive at an appropriate debt-equity mix for the business. [Guide to Business Planning, Graham Friend and Stefan Zehle]
7. Perform Risk Analysis- Every business start-up venture has various risks associated with it. There are operational risks, industry risks, financial and political risks. The level of risk exposure faced by a business start-up will depend on the value of resources committed to the venture, the percentage of business resources represented by those resources, the cost of exiting the venture and the inherent risk of the project. Strategies to reduce or management these risks would depend of the structure of the company, industry and competitors.
8. Present, Approve and Implement the Business Plan- An executive summary detailing the following is deemed essential in presenting the business plan to decision makers and game changers. A short introduction, the objects of the business, business rationale, current state of the business, strategy and sources of competitive advantage, marketing mix, target market segments, demand and market forecast, operations, key rations, required funding , the valuation and implementation time line. [Guide to Business Planning, Graham Friend and Stefan Zehle]
5. SOURCES OF START UP FINANCE
1. Bank Overdrafts
2. Bank Loans
3. Hire Purchase
4. Finance and Operating Leases
6. Project Finance
7. Preference Shares
1. Own Funds
2. Friends and Family
3. Venture Capital
4. Retained Earnings and Dividends
5. Stock markets
6. Rights Issue
8. Private Equity Businesses
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We have engaged AA Matthew & Co as our accountants for over 8 years. Wonderful peace of mind of knowing you can always receive necessary and informed advice for financial and strategic planning. The promptness and excellence of their service delivery is second to none. LA, Preston
AA Matthew & Co provides an excellent service, well recommended for small business. The Partner and staff are always willing to help as they are aware of the daily problems faced by new businesses. Their fees are competitive and fair. You must subscribe to their services to appreciate them better! DB, London
Over the last 8 years or so , the services of AA Matthew & Co has been truly professional and their work ethic, time management and valued advise has been quite impressive. It has been a real privilege to be subscribed to your services. We hope the future will bring further synergies between our businesses. AO, Kent