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|a 9780071824378 (e-ISBN)
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|a 9780071824361 (print-ISBN)
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|a Siciliano, Gene,
|e author.
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|a Finance for Nonfinancial Managers, Second Edition (Briefcase Books Series) /
|c Gene Siciliano.
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| 250 |
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|a Second edition.
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| 264 |
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|a New York, N.Y. :
|b McGraw-Hill Education,
|c [2015]
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| 264 |
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|c ?2015
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| 300 |
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|a 1 online resource (2341 pages) :
|b illustrations.
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| 336 |
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|a text
|2 rdacontent
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|a computer
|2 rdamedia
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| 338 |
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|a online resource
|2 rdacarrier
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| 504 |
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|a Includes bibliographical references and index.
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| 505 |
0 |
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|a Cover -- Title Page -- Copyright Page -- Contents -- Acknowledgments -- Introduction -- 1. Counting the Beans: Why Good Financial Information Is Critical to You -- Managing a Company in Today?s Business Environment -- The Role of the Finance Department -- The Wonder Widget Company Is Our Guide -- The "Rules" of Financial Reporting -- The Relationship of Finance and Accounting to the Other Departments -- Manager?s Checklist for Chapter 1 -- 2. The Structure and Interrelationship of Financial Statements -- Tracking a Company?s Lifecycle -- Accounting Is Like a Football Game on Your DVR -- The Chart of Accounts: A Collection of Buckets -- The General Ledger: Balancing the Buckets -- Accrual Accounting: Say What? -- The Principal Financial Statements Defined -- Manager?s Checklist for Chapter 2 -- 3. The Balance Sheet: A Basic Summary of Value and Ownership -- Assets and Ownership: They Really Do Balance! -- Current Assets: Liquidity Makes Things Flow -- Fixed Assets: Property and Possessions -- Other Assets: The "Everything Else" Category -- Current Liabilities: Repayment Is Key -- Long-Term Liabilities: Borrowed Capital -- Ownership Comes in Various Forms -- Capital Stock Comes in Several Flavors -- Using This Report Effectively -- Manager?s Checklist for Chapter 3 -- 4. The Income Statement: The Flow of Progress -- They Say Timing Is Everything?And They're Right! -- Sales: Grease for the Engine -- Cost of Sales: What It Takes to Earn the Sale -- Gross Profit: The First Measure of Profitability -- Operating Expenses: Running the Business -- Operating Income: The Basic Business Bottom Line -- EBITDA?He Bit Who? -- Other Income and Expenses: Not Just Odds and Ends -- Income Before Taxes, Income Taxes, and Net Income -- Earnings per Share, Before and After Dilution?What? -- Using This Report Effectively -- Manager?s Checklist for Chapter 4 -- 5. Profit versus Cash Flow: What?s the Difference?and Who Cares? -- The Cash Flow Cycle -- Cash Basis versus Accrual Basis -- Net Profit versus Cash Flow in Your Financial Reports -- Manager?s Checklist for Chapter 5 -- 6. The Statement of Cash Flow: Tracking the King -- Beginning Where the Income Statement Ends -- Cash from Operations: Running the Business -- Cash for Investing: Building the Business -- Cash from Financing: Capitalizing the Business -- Using This Report Effectively -- Manager?s Checklist for Chapter 6 -- 7. Key Performance Indicators: Finding the "Hidden" Information -- What Are KPIs? Do They Mix with Water? -- Measures of Financial Condition and Net Worth -- Measures of Profitability -- Measures of Financial Leverage -- Measures of Productivity Metrics -- Trend Reporting: Using History to Predict the Future -- Manager?s Checklist for Chapter 7 -- 8. Cost Accounting: A Really Short Course in Manufacturing Productivity -- The Purpose of Cost Accounting?Strictly for Insiders -- Fixed and Variable Expenses in the Factory -- Controllable and Uncontrollable Expenses -- Standard Costs?Little Things Mean a Lot -- Manufacturing Cost Variances: Analysis for Action -- Manager?s Checklist for Chapter 8 -- 9. Good Investment or Bad? How Do You Decide? -- Capital Investment: A Game of Choices, Risks, and Hoped-For Outcomes -- Return on Investment: The Concept and the Purpose -- Payback Period: A Quick and Easy Way to Understand the Approach -- The Time Value of Money: Today and in the Future -- Discounted Cash Flow: Evaluating Long-Term Investments -- Weighted Average Cost of Capital: Enhancing the Return to Shareholders -- Internal Rate of Return: Deciding What Return Is Good Enough -- Risk Management: Assessing the Probability That We Might Be Wrong -- Manager?s Checklist for Chapter 9 -- 10. Get to Breakeven First! -- What Does "Breakeven Point" Really Mean? -- Why Is This a Critical Factor in Profitability? -- How to Calculate Breakeven for a New Product -- What About the Entire Company?s Breakeven Point? -- What to Do If You Don?t Like the Answer -- Manager?s Checklist for Chapter 10 -- 11. Business Planning: Creating the Future You Want, Step-by-Step -- Why Take Time to Plan? -- Strategic Planning versus Operational Planning -- Vision and Mission: The Starting Point -- Strategy: Setting Direction -- Long-Term Goals: The Path to the Mission -- Short-Term Goals and Milestones: The Operating Plan -- Manager?s Checklist for Chapter 11 -- 12. The Annual Budget: Financing Your Plans -- Tools for Telling the Future: Budgets, Forecasts, Projections, and Tea Leaves -- How to Budget for Revenues: The "Unpredictable" Starting Point -- Budgeting Costs: Understanding Relationships That Affect Costs -- The Budgeting Process: Trial and Error -- Flexible Budgets: Whatever Happens, We?ve Got a Budget for It -- How to Live Within Your Budget -- Variance Reporting and Taking Action -- The Capital Expenditure Budget -- The Cash Flow Budget -- Integrating the Entire Operating Budget -- Manager?s Checklist for Chapter 12 -- 13. Financing the Business: Understanding the Debt vs. Equity Options -- The Strategy of Borrowing Money -- How a Business Gets Financed: In the Beginning and Over Time -- Short-Term Debt: Balancing Working Capital Needs -- Long-Term Debt: Semipermanent Capital or Asset Acquisition Financing -- Convertible Debt: The Transition from Debt to Equity -- Capital Stock: Types and Uses -- Manager?s Checklist for Chapter 13 -- 14. Attracting Outside Investors: The Entrepreneur?s Path -- The Start-Up Company: Seed Money and Its Sources -- Professional Investors: Angels on a Mission -- Venture Capitalists: What You Need to Know to Attract Them -- The Initial Public Offering: Heaven or Hell? -- Strategic Investors: The Path to a Different Party -- Acquisition: The Strategic Exit -- Manager?s Checklist for Chapter 14 -- Index -- A -- B -- C -- D -- E -- F -- G -- H -- I -- J -- K -- L -- M -- N -- O -- P -- Q -- R -- S -- T -- U -- V -- W -- Y -- Z.
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| 530 |
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|a Also available in print edition.
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| 533 |
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|a Electronic reproduction.
|b New York, N.Y. :
|c McGraw Hill,
|d 2015.
|n Mode of access: World Wide Web.
|n System requirements: Web browser.
|n Access may be restricted to users at subscribing institutions.
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| 538 |
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|a Mode of access: Internet via World Wide Web.
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| 546 |
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|a In English.
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| 588 |
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|a Description based on e-Publication PDF.
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| 650 |
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|a Financial statements.
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| 650 |
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|a Business & Economics.
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| 650 |
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|a Accounting.
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| 655 |
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|a Electronic books.
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| 776 |
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|i Print version:
|t Finance for Nonfinancial Managers (Briefcase Books Series).
|b Second Edition.
|d New York, N.Y. : McGraw-Hill Education, 2015
|z 9780071824361
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| 856 |
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|u https://accessengineeringlibrary.uam.elogim.com/content/book/9780071824361
|z Texto completo
|
