Let’s return to Minh’s story. After one year in business, Minh knows how to read financial statements and how to “inspect” them using the BSA method. But now he faces questions that accounting numbers alone cannot answer:
Question 1: “Should I borrow 500 million VND to stock up for the sales season?”
Minh wants to purchase a large inventory batch to capitalize on the upcoming sales season. He needs 500 million VND. His bank account has only 100 million VND.
Accounting says: “You’re making 15 million VND per month. Your current debt is 200 million VND.” → Information, but no answer.
Finance says: “Borrowing 500 million at 12% per year = about 5 million/month in interest. Sales season could triple revenue. With a 15% margin, 1.5 billion in revenue → 225 million gross profit. After cost of goods, interest, and ads → net profit ≈ 60 million.
ROI = 12% in one month. Worth borrowing — but inventory must be sold within 45 days.”
Question 2: “Should I open TikTok Shop or focus on Shopee?”
Accounting says: “Shopee generates 300 million VND/month. TikTok Shop has no revenue yet.”
Finance says: “Shopee margin is 8%. TikTok Shop could reach 12% due to lower platform fees. Channel setup cost ≈ 30 million. If it reaches 100 million revenue within the first 3 months → break-even.
Plus: risk diversification — not depending 100% on one platform.”
Question 3: “When should I hire 3 more employees?”
Accounting says: “Current personnel expenses are 25 million VND per month.”
Finance says: “3 new hires = +20 million/month. Break-even if they generate 150 additional orders/month (profit ≈ 130k/order). Currently, 2 staff handle 200 orders/day and are overloaded. Adding staff increases capacity to 350 orders/day → enough to cover costs. Hire 2 first. Hire the 3rd once orders exceed 300/day.”
Question 4: “What is my business actually worth?”
Accounting says: “Owner’s equity is 270 million VND.”
Finance says: “270 million is book value. But the shop is growing 20% per month, operations are stable, and there’s a 50,000-customer database. Real value could be 3–5x book value. If raising capital or selling, valuation could reach 1–1.5 billion VND.”
Question 5: “Can we survive if revenue drops 50%?”
Accounting says: “Cash on hand: 50 million. Fixed costs: 40 million/month.”
Finance says: “Revenue down 50% → negative cash flow of 25 million/month. 50 million cash = 2 months of survival. You need a 3-month safety buffer (120 million) or reduce fixed costs to 25 million.”
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Do you see the difference?
Accounting gives you numbers. Finance gives you answers. Accounting says, “This is the reality.” Finance says, “This is what you should do.” Both are essential. But without finance, you have data — and no idea what to do with it.
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