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The end of accounting and the path forward for investors and managers /
An innovative new valuation framework with truly useful economic indicators The End of Accounting and the Path Forward for Investors and Managers shows how the ubiquitous financial reports have become useless in capital market decisions and lays out an actionable alternative. Based on a comprehensiv...
| Clasificación: | Libro Electrónico |
|---|---|
| Autores principales: | , |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Hoboken, New Jersey :
John Wiley & Sons, Inc.,
2016.
|
| Temas: | |
| Acceso en línea: | Texto completo (Requiere registro previo con correo institucional) |
MARC
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| 100 | 1 | |a Lev, Baruch, |e author. | |
| 245 | 1 | 4 | |a The end of accounting and the path forward for investors and managers / |c Baruch Lev, Feng Gu. |
| 264 | 1 | |a Hoboken, New Jersey : |b John Wiley & Sons, Inc., |c 2016. | |
| 300 | |a 1 online resource | ||
| 336 | |a text |b txt |2 rdacontent | ||
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| 500 | |a Includes index. | ||
| 588 | 0 | |a Print version record and CIP data provided by publisher. | |
| 504 | |a Includes bibliographical references and index. | ||
| 520 | |a An innovative new valuation framework with truly useful economic indicators The End of Accounting and the Path Forward for Investors and Managers shows how the ubiquitous financial reports have become useless in capital market decisions and lays out an actionable alternative. Based on a comprehensive, large-sample empirical analysis, this book reports financial documents' continuous deterioration in relevance to investors' decisions. An enlightening discussion details the reasons why accounting is losing relevance in today's market, backed by numerous examples with real-world impact. Beyond simply identifying the problem, this report offers a solution-the Value Creation Report-and demonstrates its utility in key industries. New indicators focus on strategy and execution to identify and evaluate a company's true value-creating resources for a more up-to-date approach to critical investment decision-making. While entire industries have come to rely on financial reports for vital information, these documents are flawed and insufficient when it comes to the way investors and lenders work in the current economic climate. This book demonstrates an alternative, giving you a new framework for more informed decision making.-Discover a new, comprehensive system of economic indicators -Focus on strategic, value-creating resources in company valuation -Learn how traditional financial documents are quickly losing their utility -Find a path forward with actionable, up-to-date information Major corporate decisions, such as restructuring and M & A, are predicated on financial indicators of profitability and assetabilities values. These documents move mountains, so what happens if they're based on faulty indicators that fail to show the true value of the company' The End of Accounting and the Path Forward for Investors and Managers shows you the reality and offers a new blueprint for more accurate valuation. | ||
| 505 | 0 | |a Cover -- Title Page -- Copyright -- Contents -- Acknowledgments -- The Book in a Nutshell -- Prologue -- Chapter 1: Corporate Reporting Then and Now: A Century of "Progress" -- Part One: Matter of Fact -- Chapter 2: And You Thought Earnings Are the Bottom Line -- Part Two: Why Is the Relevance Lost? -- Part Three: So, What's to Be Done? -- Part Four: Practical Matters -- Epilogue: Advocacy Needed -- Author Index -- Subject Index -- EULA -- Chapter 18: Investors' Operating Instructions -- Chapter 15: Strategic Resources & Consequences Report: Case No. 4-Oil and Gas Companies -- Chapter 17: So, What to Do with Accounting? A Reform Agenda -- Chapter 16: Implementation -- Chapter 14: Strategic Resources & Consequences Report: Case No. 3-Pharmaceutics and Biotech -- Chapter 12: Strategic Resources & Consequences Report: Case No. I-Media and Entertainment -- Chapter 13: Strategic Resources & Consequences Report: Case No. 2-Property and Casualty Insurance -- Chapter 11: What Really Matters to Investors (and Managers) -- Chapter 9: Accounting: Facts or Fiction? -- Chapter 10: Sins of Omission and Commission -- Chapter 8: The Rise of Intangibles and Fall of Accounting -- Chapter 6: Finally, For the Still Unconvinced -- Chapter 7: The Meaning of It All -- The Lucrative Earnings Prediction -- Curb Your Enthusiasm -- Earnings Had Its Days of Glory -- But Wait, What about the Earnings Consensus? -- Takeaway -- Chapter 4: Worse Than at First Sight -- Chapter 5: Investors' Fault or Accounting's? -- Chapter 3: The Widening Chasm between Financial Information and Stock Prices -- Spot the Differences -- Differences Spotted -- Real Improvements Spotted? -- A Devil's Advocate -- Takeaway -- How to Measure the Usefulness of Financial Information -- Honey, I Shrunk Accounting -- Some Useful Details -- And Now for Some Intuition. | |
| 505 | 8 | |a Who's the Culprit-Earnings or Book Values? -- Are We Fair to Accounting? -- How Can This Be? -- Takeaway -- Irrational Investors? -- Eyes to the Future -- Predicting Corporate Earnings -- And the Results Are ... -- Reasons, Please -- Investors Alert: An Accounting Loss Isn't What It Used to Be -- Takeaway -- When Is a Message Informative? -- A Preempted Announcement -- Measuring Financial Report Timeliness -- Roll the Tape -- Aren't We Trivializing Accounting's Contribution? -- Takeaway -- To Recap -- Should Investors Really Care? -- A Last-Ditch Defense of Accounting -- The Decreasing Volatility of Businesses -- Takeaway -- "But Accounting Is Complicated" -- Experts at Work -- Vague Information and Disagreement -- Quantifying Disagreement -- Takeaway -- The Intangibles Surge -- Accounting for Intangibles, Inconsistent and Opaque -- Worst Yet-Misleading Information -- More Bad News -- More, Not Less Information Is Needed -- Intangibles and the Accounting Relevance Lost -- Not in Their Best Interest -- Takeaway -- The Missing Accounting Link -- Accounting and Nonaccounting Events -- Did We Forget Causation? -- On Conservative Accountants -- Takeaway -- "GE Brings Good Things to Life," But Not to Accounting -- How Did Estimates Come to Dominate Accounting? -- Away with Historical Values -- Roll the Tape -- Clinching the Deal -- Takeaway -- The Corporate Mission -- Digging a Bit Deeper -- Strategic Resources -- Mapping Investments to Resources -- Preserving and Renewing the Strategic Resources -- Strategic Asset Deployment and Operation -- Measuring the Value Created -- The Proposed Strategic Resources & Consequences Report -- Takeaway -- Sector Synopsis -- It All Starts with Strategic Assets -- The Resources & Consequences Report: Customers -- New Products-Innovation -- Agents-Still Important -- Operations-Resource Deployment. | |
| 505 | 8 | |a Penetrating the Costs Black Box -- Resource Preservation -- Value Created -- Sector Synopsis -- Sirius XM: Resources & Consequences Report -- Subscribers Growth -- It's the Strategy, Stupid -- Disruption Threat -- A Reality Check -- But Is This Really What Investors Need? -- Finally, a Report for the Sector -- Strategy and Strategic Resources -- The Resources & Consequences Report: Resource Investments -- Innovation -- Strategic Resources -- Resource Preservation -- Resource Deployment-Operations -- Value Created -- How to Elicit the Proposed Information -- Pfizer Responds to Analysts' Pipeline Questions -- Why the Pipeline Expos? -- An Important Role for the SEC -- Industry Associations Could Help, Too -- Competition and Litigation Concerns -- For Consideration: Lighten the Regulatory Burden -- Takeaway -- Revitalizing Accounting -- I. Treat Intangibles as Assets -- II. Reverse the Proliferation of Accounting Estimates -- III. Mitigate Accounting Complexity -- Takeaway -- Accounting Limitations -- Resource Investments -- Strategic Resources -- Resources Threats -- Resource Deployment-Operations -- Value Created -- Analysis Focused on Strategic Assets -- Assessing Enterprise Performance and Competitive Edge: The New Approach -- First Step: Taking an Inventory of Strategic Resources -- Second Step: Creating and Maintaining Strategic Assets -- Third Step: Successful Deployment of Strategic Assets -- Takeaway. | |
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