- Häftad (Paperback)
- Antal sidor
- Financial Times/ Prentice Hall
- 241 x 172 x 19 mm
- Antal komponenter
- 386 g
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Critical Financial Issues: Financial Times Briefing
Critical Finance Issues
The health, performance, and success of a business are judged by the key financial indicators of cash flow, liquidity, shareholder value profit improvement capital allocation and financial risk.
Financial Times Briefings: Critical Financial Issues will provide you with powerful, practical and accessible guidance on using these key indicators to evaluate, control and manage a business effectively and to build real shareholder value.
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Fler böcker av Brian Finch
Bloggat om Critical Financial Issues: Financial Time...
Brian Finch has been Director of Business Development for large UK public companies, as well as co-founder and Finance Director of an SME retail business with substantial internet trading. By background an engineer and certified accountant, he has an MBA from the London Business School. He is the author of a number of self-development books, many translated around the world, including The Times Guide to How To Write a Business Plan 3rd Edition, (Kogan Page).
Table of Contents
PART ONE In brief
1 The executive prcis
2 What is it and what do I need to know?
Adjustments to cashflow
The clarity of cash
The efficient market hypothesis
Why accounts dont help in valuation
3 Why do it? The risks and rewards
4 Whos doing it and who has done it?
Introduction and examples
What do success and failure look like?
PART TWO In practice
How to assess the critical finance issues
5 How to do it the critical finance issues
6 How to measure the critical finance issues
7 How to manage the critical finance issues
8 How to justify addressing the critical finance issues the business case
9 How to talk about the critical finance issues
Involving all employees
Profit improvement through collaboration
The language of capital allocation
Talking about financial risk
PART THREE Intervention
10 Executive intervention
What questions should I ask?
When is my intervention needed?
What are the make or break decisions?
What levers should I pull?
How do we know whether weve succeeded or failed?
PART FOUR In depth
11 Additional resources
Advisers and consultants