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Finance for Nonfinancial Managers, Second Edition (Briefcase Books Series) /
| Clasificación: | Libro Electrónico |
|---|---|
| Autor principal: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
New York, N.Y. :
McGraw-Hill Education,
[2015]
|
| Edición: | Second edition. |
| Temas: | |
| Acceso en línea: | Texto completo |
Tabla de Contenidos:
- 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.