So we have a company here.
Let's just say it's a widget factory
again or a widget company.
And what I'm going to do is I'm going to actually write
out its income statement over a given number of years.
What we did in the first video on this series is we just did
one snapshot of the income statement.
I think it was 2008.
But here we're looking at the income statement over a bunch
of years, and in this case, I'm just assuming that they
have a very stable revenue base, that they bring in a
very stable amount of revenue every year.
Now, their cost of goods, I'm going to split up this time,
because there's two components of cost of goods, so I'll just
make a cost of goods category right here.
COGS, but that just stands for Cost of Goods Sold, but
sometimes you'll hear someone say our COGS were this or our
COGS were that.
Cost of Goods Sold.
So they're the variable costs.
And this video isn't a video on variable versus fixed
costs, but you might learn a little bit about it.
So they're the variable costs, and that's literally the
actual costs of making those widgets.
So if the widgets are made out stainless steel, it's the cost
of buying the stainless steel and maybe the electricity bill
of melting it and reforming it or however you have to work
with stainless steel.
So let's say the variable costs each of these years--
and I'm assuming stainless steel prices
don't change-- is $100,000.
Minus $100,000 every year.
And actually, let's just say that also
includes employee costs.
They have people on hourly wages that are forming these
stainless steel widgets, so that incorporates everything.
And then the fixed costs will essentially be
the cost of the factory.
And let's say that they essentially have to build a
new factory every two years, or let's say they have to do
major repairs to the factory every two years.
So let's say repairs on factory.
Because that's part of the cost of building the widgets,
because if you continue to make widgets at this kind of
$1 million a year pace, your factory has to be retooled or
revamped every two years.
So let's put this fixed cost. So the factory retooling.
And most times, and we'll see this when you look at an
actual company's income statement, they're not going
to break up the variable and fixed costs within their cost
of goods sold like this, because really, they actually
want to hide it from a lot of their competitors.
They don't want their competitors to have too much
intelligence on what their cost structure is like.
It could be used against them potentially, or maybe they
don't want their customers to know.
Anyway, factory tooling.
So the way I just described it, one way to account for it
is when you do the factory retooling, you essentially
just mark it as an expense.
So let's say a factory retooling costs $500,000.
So let's say it's minus $500,000.
But they do it every two years.
So you did it in 2005.
They didn't have to do it in 2006, then they
can do it in 2007.
They don't have to do it in 2008.
Fair enough.
And then we have their gross profit.
Here it's $1 million minus $600,000.
It's $400,000, then it's $900,000, then it is $400,000,
then it's $900,000.
And let's say that their SG&A-- SG&A is Selling,
General and Administrative expenses.
I'll leave out marketing for now.
They're SG&A, let's say it's another $500,000 every year.
So minus $500,000.
And that never changes.
$500,000 every year.
Minus $500,000.
And so their operating profit, the amount of pre-tax income,
but you know, we're not considering financing either,
so this is their operating profit or their EBIT.
So operating profit.
And this year, it's minus $100,000.
Here it's also minus $100,000.
But then in these years, they make money.
It's $400,000 and $400,000.
And then we could take this down.
Let's say they have no interest expense.
They have no interest expense, because that's not the point
of this video.
And then their pre-tax profit is going to be the same thing
as the operating profit, so minus $100,000, minus
$100,000, $400,000-- I'll make the good
years in green-- $400,000.
And then, let's just say they're in the Caribbean and
they don't have to pay taxes.
Because that's not the point of this, but you can apply
some tax rate to this and figure out what
their net income is.
But the point of this is, even though their business is ultra
stable, they do the exact same thing every year, when we look
at the pre-tax or the operating income, or if we tax
it, or even at the net income, we see a super lumpy business,
because in one year they lost $100,000.
If you're looking at the business, you're like, oh,
what a horrible business.
But then the next year they make $400,000, and then they
lose $100,000.
And you're like, gee, how is that possible?
That you have such a sleepy, stable business that's just
making COGS year in year out, and they have the exact same
amount of revenue?
How is it possible that their actual income is so lumpy?
And I think you know, because you have this every other year
factory retooling, where they have to spend $500,000 to
essentially rebuild their factory because of all of the
wear and tear that happened over the last two years.
So the question is, is this a good way to account for it,
where when you have to-- I guess you could
say-- buy new equipment.
Let's say this $500,000 is to buy actual new stainless steel
shaping tools, so is it a good idea to account for it only in
the period that you spend it?
Because it's not like you're only using these tools in this
period and that period?
You're using these tools throughout the period.
So the answer is, well, no, it's not a good idea.
Because the whole purpose of accounting is to give the
person reading the income statement in this case as
accurate a picture of the actual state of the business
as possible.
And this, in my opinion, isn't an accurate picture, where it
creates this huge lumpiness and it creates the impression
of a volatile business even though it's a super, super
stable business.
So what you do, instead of just saying, oh, I had to buy
$500,000 worth of equipment in 2005, so I literally put a
$500,000 expense there, and I didn't have to do that in
2006, so I have no expense.
I had to do it in 2007, so I put the expense.
Instead of doing that, what you do is-- I'll put the
balance sheet down here-- so whatever the balance sheet was
in-- so I'll draw both hand sides of the balance sheet.
So this is the asset side of the balance sheet.
And just so you don't get confused, there's always a
liability side of the balance sheet as well.
So in 2007, maybe before I spent the $500,000, right when
I do it, I probably had $500,000 of cash sitting here.
Let me write that down.
So I have cash.
I'll just put a C there.
Cash, $500,000.
And instead of just using this an expense, and we'll go in
the future on kind of how you account for things in a little
bit more detail and how you actually do the debits and
credits, but a simple way to think about it, instead of
using this $500,000 as an expense, we just transferred
this $500,000 to buy an asset.
So when you use cash to buy an asset, and that asset has a
useful life that's more than just that period, you're
essentially capitalizing the expense or you're essentially
creating that asset on the balance sheet.
So instead of this $500,000 just disappearing expense, you
say, no, now I have-- let's call it F for factory tools.
I have factory tools worth $500,000, and then that cash
will go away.
So your assets will not have really changed, the absolute
value of the assets.
You'll have just had $500,000 going from cash
to new factory tools.
And so this might be at the beginning of when you do it.
Let's say this is 1/1/2007.
And what you say is, I'm going to use these factory tools.
They're usable over two years.
So what you do is you depreciate the tools.
So the way you'd think about this is instead of having
factory retooling, you could say factory tool.
Instead of retooling I'll call that depreciation.
I don't know if you can read that.
So it essentially spreads out the cost of
that $500,000 a year.
So you say, I had a $500,000 piece of capital equipment,
and its useful life is two years.
So I used half of it in year one.
So instead of putting $500,000 there, the depreciation is
minus $250,000.
Likewise, in this year, no cash went out the door, but my
equipment got a little bit older, so I used
half more of it.
So it's $250,000.
And then my equipment is worthless.
So this is in 1/1/2005.
I have this tool that's worth $500,000.
Then on 1/1/2006, I will have used half of the tool.
So now this balance sheet-- I copied the numbers, too, but
that's 2006.
I'm going from 2005 to 2006.
So now I will have used up half of it.
So according to the accounting, this equipment is
no longer worth $500,000.
It's now worth $250,000.
You know, that actually might make sense.
Maybe if I were to sell it in the open market, someone might
say, you know what?
I'm only willing to pay $250,000, because you've
already used it for a year and it only has one year of useful
life left, so it's of $250,000 of value to me.
And then the other $250,000 essentially went to an expense
called depreciation, which is right there.
So every year, you're going to have this asset go down on the
balance sheets by $250,000.
So here at the beginning of this year, the
asset is worth $500,000.
So I'll write that up here.
So this is what the asset's valued.
I'll do it in this orange color.
So over here, let's say you did it right at the beginning
of the year, the asset's worth $500,000.
Now, it's worth $250,000.
Now, the asset's worth zero, but at the beginning of this
year, you buy a new asset worth $500,000.
Then it's worth $250,000 again.
And this is just an arguably long-winded way of saying that
the way you account for this is you spread out the cost
over time, over its useful life, and this spreading out
is called the depreciation of an asset.
And I'm running out of time in this video, and I'll cover it
in the next, but you might have also heard of the word
"amortization." Amortization is to spread out a
non-tangible cost over a period of time.
So for example, depreciation, this was factory equipment,
and it gets old as I use it, so I spread out its cost.
That's what depreciation does.
And it accurately reflects what's actually happening in
the business.
It's not like I didn't have any cost here.
I did have cost. I'm using an asset up.
So therefore, I put it down there.
Amortization is the exact same thing as depreciation, but it
applies to things that aren't equipment.
It applies to-- and I'll do it in the next video-- but let's
say I had one big expense in terms of I had to pay a bunch
of fees to the bank, but the benefit of those fees are
going to be over time.
Then I would amortize those fees.
I'll do that in the next video.
Anyway, hopefully, you found this vaguely useful.