Praise for The New CFO Financial Leadership Manual
"Steve Bragg has done it again! This manual shows what a CFO
needs to do to truly add value. It should be mandatory reading for
all CFOs who want to play a strategic role in their
organizations."
--Janice M. Roehl-Anderson, Partner, Deloitte Consulting
"This timely guide will help CFOs master the right thinking and
management skills. An effective tool for navigating today's
corporate financial waters."
--Clint Davies, Principal, Berry, Dunn, McNeil &
Parker
"An excellent reference book and good reading besides. This book
is a how-to for new and experienced CFOs. It is one place for new
CFOs to get information on how to start in their job as well as
continuing reference on many issues-such as personnel, accounting
and reporting, banking, credit, taxes, and so on."
--Gail W. Sevier, CPA, Member/Manager of Marrs, Sevier &
Company LLC
Autorentext
STEVEN M. BRAGG, CPA, CMA, CIA, CPM, CPIM, has been the chief financial officer or controller of four companies, as well as a consulting manager at Ernst & Young. He received a master's degree in finance from Bentley College, an MBA from Babson College, and a bachelor's degree in economics from the University of Maine. He is also the author of Essentials of Payroll: Management and Accounting, The Controller's Function, Just-in-Time Accounting, and Managing Explosive Corporate Growth, all from Wiley. He resides in Centennial, Colorado.
Klappentext
Praise for The New CFO Financial Leadership Manual
"Steve Bragg has done it again! This manual shows what a CFO needs to do to truly add value. It should be mandatory reading for all CFOs who want to play a strategic role in their organizations."
–Janice M. Roehl-Anderson, Partner
Deloitte Consulting
"This timely guide will help CFOs master the right thinking and management skills. An effective tool for navigating today’s corporate financial waters."
–Clint Davies, Principal
Berry, Dunn, McNeil & Parker
"An excellent reference book and good reading besides. This book is a how-to for new and experienced CFOs. It is one place for new CFOs to get information on how to start in their job as well as continuing reference on many issues–such as personnel, accounting and reporting, banking, credit, taxes, and so on."
–Gail W. Sevier, CPA
Member/Manager of Marrs, Sevier & Company LLC
Zusammenfassung
Praise for The New CFO Financial Leadership Manual
"Steve Bragg has done it again! This manual shows what a CFO needs to do to truly add value. It should be mandatory reading for all CFOs who want to play a strategic role in their organizations."
Janice M. Roehl-Anderson, Partner, Deloitte Consulting
"This timely guide will help CFOs master the right thinking and management skills. An effective tool for navigating today's corporate financial waters."
Clint Davies, Principal, Berry, Dunn, McNeil & Parker
"An excellent reference book and good reading besides. This book is a how-to for new and experienced CFOs. It is one place for new CFOs to get information on how to start in their job as well as continuing reference on many issues-such as personnel, accounting and reporting, banking, credit, taxes, and so on."
Gail W. Sevier, CPA, Member/Manager of Marrs, Sevier & Company LLC
Inhalt
Acknowledgments.
About the Author.
PART ONE: OVERVIEW.
Chapter 1: CFO'S PLACE IN THE CORPORATION.
First Days in the Position.
Specific CFO Responsibilities.
Overview of the Change Management Process.
Differences between the Controller and CFO Positions.
Relationship of the Controller to the CFO.
Summary.
Chapter 2: FINANCIAL STRATEGY.
Cash.
Investments.
Working Capital.
Inventory: Inventory Reduction Decision.
Fixed Assets: Lease versus Buy Decision.
Payables: Early Payment Discount Decision.
Debt.
Equity.
Fixed Expenses: Step Costing Decision.
Payroll Expenses: Temporary Labor versus Permanent Staffing Decision.
Entities: Divestiture Decision.
Systems: When to Use Throughput Costing.
High-Volume, Low-Price Sale Decision Using Throughput Costing.
Capital Budgeting Decision Using Throughput Costing.
Make versus Buy Decision Using Throughput Costing.
Summary.
Chapter 3: TAX STRATEGY.
Accumulated Earnings Tax.
Cash Method of Accounting.
Inventory Valuation.
Mergers and Acquisitions.
Net Operating Loss Carryforwards.
Nexus.
Project Costing.
S Corporation.
Sales and Use Taxes.
Transfer Pricing.
Unemployment Taxes.
Summary.
Chapter 4: INFORMATION TECHNOLOGY STRATEGY.
Reasons for Devising an Information Technology Strategy.
Developing the Information Technology Strategy.
Technical Strategies.
Specific Applications.
Summary.
PART TWO: ACCOUNTING.
Chapter 5: PERFORMANCE MEASUREMENT SYSTEMS.
Creating a Performance Measurement System.
Asset Utilization Measurements.
Operating Performance Measurements.
Cash-Flow Measurements.
Liquidity Measurements.
Solvency Measurements.
Return on Investment Measurements.
Market Performance Measurements.
Summary.
Chapter 6: CONTROL SYSTEMS.
Need for Control Systems.
Types of Fraud.
Key Controls.
When to Eliminate Controls.
Summary.
Chapter 7: AUDIT FUNCTION.
Composition of the Audit Committee.
Role of the Audit Committee.
Purpose of the External Auditors.
Dealing with External Auditors.
Role of the Internal Audit Function.
Managing the Internal Audit Function.
Summary.
Chapter 8: REPORTS TO THE SECURITIES AND EXCHANGE COMMISSION.
Overview.
Securities Act of 1933.
Securities Exchange Act of 1934.
Regulation S-X.
Regulation S-K.
Regulation S-B.
Regulation FD.
SEC Forms.
EDGAR Filing System.
Summary.
PART THREE: FINANCIAL ANALYSIS.
Chapter 9: COST OF CAPITAL.
Components.
Calculating the Cost of Debt.
Calculating the Cost of Equity.
Calculating the Weighted Cost of Capital.
Incremental Cost of Capital.
Using the Cost of Capital in Special Situations.
Modifying the Cost of Capital to Enhance Shareholder Value.
Summary.
Chapter 10: CAPITAL BUDGETING.
Hurdle Rate.
Payback Period.
Net Present Value.
Internal Rate of Return.
Capital Investment Proposal Form.
Post-Completion Project Analysis.
Summary.
Chapter 11: OTHER FINANCIAL ANALYSIS TOPICS.<...