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The Big Picture
“Accounting writes history. Finance reads it.”
When you finish this chapter, you’ll be able to glance at any business report and understand the story it tells — how well it performed, how stable it is, and whether it’s actually making cash.
(Concept): A triangle with three labeled sides — Income Statement, Balance Sheet, Cash Flow Statement — arrows looping between them:
- Income Statement → Profit
- Profit affects → Balance Sheet (Retained Earnings)
- Cash Flow explains → Movement between both
The Income Statement — “Did we make money?”
- What It Shows
Revenue − Expenses = Profit (or Loss)
It’s the movie of your business performance over a period.
It’s the movie of your business performance over a period.
Section Meaning SweetBite Bakery Example TechNova Example
Revenue | Sales earned | £18,000 from pastries | £25,000 from SaaS subscriptions
Cost of Goods Sold | Direct costs | Ingredients & packaging (£7,000) | Cloud hosting (£3,000)
Gross Profit | Revenue − COGS | £11,000 | £22,000
Operating Expenses | Rent, salaries, marketing | £8,000 | £14,000
Net Profit | What remains | £3,000 | £8,000
Revenue | Sales earned | £18,000 from pastries | £25,000 from SaaS subscriptions
Cost of Goods Sold | Direct costs | Ingredients & packaging (£7,000) | Cloud hosting (£3,000)
Gross Profit | Revenue − COGS | £11,000 | £22,000
Operating Expenses | Rent, salaries, marketing | £8,000 | £14,000
Net Profit | What remains | £3,000 | £8,000
- Interpretation
- SweetBite’s high ingredient cost squeezes margins.
- TechNova’s profit looks healthy — but cash might not have arrived yet.
→ The Income Statement shows what you earned and spent, not when cash moved.
Revenue → (− COGS) → Gross Profit → (− Expenses) → Net Profit
Color hint:
- Blue for Revenue
- Red for Costs
- Green for Profit
3. The Balance Sheet — “What do we own and owe?”
- What It Shows
A single-moment snapshot of the company’s health.
Assets = Liabilities + Equity
Section Definition SweetBite Bakery Example TechNova Example
Assets | What the business owns | Cash £2,000, Oven £5,000 | Cash £10,000, Laptops £6,000
Liabilities | What it owes | Supplier debt £1,500 | Credit card £3,000, loan £10,000
Equity | Owner’s share | £5,500 | £3,000 (after debt)
Assets = Liabilities + Equity
Section Definition SweetBite Bakery Example TechNova Example
Assets | What the business owns | Cash £2,000, Oven £5,000 | Cash £10,000, Laptops £6,000
Liabilities | What it owes | Supplier debt £1,500 | Credit card £3,000, loan £10,000
Equity | Owner’s share | £5,500 | £3,000 (after debt)
- Interpretation
The balance sheet is the map of your business: where your money lives and who truly owns it.
It also tells how previous profits were reinvested (retained earnings).
It also tells how previous profits were reinvested (retained earnings).
Left: Assets (Current, Fixed)
Right: Liabilities + Equity
Assets = Liabilities + Equity
Color hint:
- Blue = Assets
- Red = Liabilities
- Green = Equity
4. The Cash Flow Statement — “Where did the money actually go?”
- What It Shows
Even if profit is positive, a business can still run out of cash.
The cash flow statement tracks actual money movements in three parts:
The cash flow statement tracks actual money movements in three parts:
Section What It Covers SweetBite Bakery TechNova Solutions
Operating Activities | Day-to-day business | Cash from sales − supplier payments | Client payments − salaries
Investing Activities | Buying/selling assets | Buying new oven | Investing in new software module
Financing Activities | Loans, investors | Paying loan interest | Receiving investor funds
Operating Activities | Day-to-day business | Cash from sales − supplier payments | Client payments − salaries
Investing Activities | Buying/selling assets | Buying new oven | Investing in new software module
Financing Activities | Loans, investors | Paying loan interest | Receiving investor funds
- Interpretation
- SweetBite’s net cash flow ↓ during equipment purchase month.
- TechNova’s net cash flow ↑ after investor funding despite no new sales.
Three colored flow lines merging into “Net Change in Cash”:
- Blue → Operating
- Orange → Investing
- Green → Financing
3.The Connection Between All Three
From Flows Into Why
Income Statement | Balance Sheet | Profit increases equity
Balance Sheet | Cash Flow | Assets/liabilities explain cash change
Cash Flow | Balance Sheet | Adjusts cash balance
Income Statement | Balance Sheet | Profit increases equity
Balance Sheet | Cash Flow | Assets/liabilities explain cash change
Cash Flow | Balance Sheet | Adjusts cash balance
Income Statement → Balance Sheet → Cash Flow → back to Income Statement
Each arrow labeled with what flows: Profit, Assets & Liabilities, Cash Movement
6. Real-Life Story — When Numbers Talk
SweetBite Bakery
- Income Statement: shows profit of £3,000.
- Balance Sheet: shows oven loan unpaid.
- Cash Flow: shows negative cash because she bought equipment.
Lesson: Profit ≠ Cash. Liquidity matters more than headline profit.
TechNova Solutions
- Income Statement: profit of £8,000.
- Balance Sheet: rising accounts receivable (clients owe money).
- Cash Flow: negative until invoices clear.
Lesson: Growth delays cash. Plan reserves for expansion.
7. How Founders Should Use These Statements
- Monthly: Track Income Statement trends (sales, expenses).
- Quarterly: Review Balance Sheet strength (assets, debt).
- Weekly: Monitor Cash Flow reality (bank vs forecast).
- Before any decision: Check how one statement affects the others.
- Visual Summary
Income Statement → measures performance
Balance Sheet → measures stability
Cash Flow Statement → measures survival
Balance Sheet → measures stability
Cash Flow Statement → measures survival
Together they give you truth, position, and movement.
8 Common Mistakes and How to Avoid Them
Mistake What Happens Fix
Confusing profit with cash | Business can’t pay bills | Monitor cash flow weekly
Ignoring balance sheet | Hidden debts pile up | Review assets/liabilities monthly
Only tracking revenue | Expenses spiral | Focus on margins, not just sales
Over-optimistic forecasting | Run out of cash mid-project | Stress-test assumptions
Confusing profit with cash | Business can’t pay bills | Monitor cash flow weekly
Ignoring balance sheet | Hidden debts pile up | Review assets/liabilities monthly
Only tracking revenue | Expenses spiral | Focus on margins, not just sales
Over-optimistic forecasting | Run out of cash mid-project | Stress-test assumptions
9. Takeaway
The three financial statements are not “accountant stuff.”
They are the dashboard of your business life.
Understanding them turns chaos into clarity.
You’ll know what’s really happening — not just what you hope is happening.
You’ll know what’s really happening — not just what you hope is happening.
Overview
Every business — whether it’s SweetBite Bakery or TechNova Solutions — speaks a universal financial language built on three statements:
- Income Statement (Profit & Loss) → shows performance
- Balance Sheet → shows position
- Cash Flow Statement → shows movement Together they form the Financial Trinity, describing what the company did, what it owns, and how money moved.
The Big Picture
“Accounting writes history. Finance reads it.”
When you finish this chapter, you’ll be able to glance at any business report and understand the story it tells — how well it performed, how stable it is, and whether it’s actually making cash.