Umfang:
1 Online-Ressource (723 Seiten)
Ausgabe:
1st ed
ISBN:
9781394228492
Serie:
Wiley Finance Series
Anmerkung:
Description based on publisher supplied metadata and other sources
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Cover -- Title Page -- Copyright Page -- Contents -- Preface -- Chapter 1 Partner in Driving Performance and Value -- What Is a Financial Business Partner? -- Financial Analysis and Enterprise Performance Management (EPM) -- Understanding How Decisions Are Made -- Preview of the Book -- Summary -- Part One Fundamentals and Key Partner Capabilities -- Chapter 2 The Fundamentals of Finance and Financial Statement Analysis -- Basics of Accounting and Financial Statements -- Accrual Accounting -- Financial Ratios and Indicators -- Selling, General, and Administrative (SG& -- A) % Sales -- Operating Income (EBIT) % Sales -- Return on Sales (Profitability) -- Overall Measures of Performance -- Limitations and Pitfalls of Financial Ratios -- Putting It All Together -- Summary -- Chapter 3 Skills, Knowledge, and Attributes for Financial Business Partners -- Where Do I Stand on Experience, Skills, and Attributes of Successful Finance Partners? -- Personal Traits -- Core Skills -- Specific Knowledge and Experience -- Business Acumen and Knowledge -- Becoming a More Effective Business Partner -- Develop a Personal Development Plan -- Evaluate Your Current Reports and Analysis -- Shift Emphasis to Value-Add Activities -- Survey Your Clients (or Partners) -- Formal Training -- Utilize Reference Materials (the Objective of This Book) -- Read and Collect Examples of Outstanding Analysis -- Maintain a Portfolio of Your Analytical Works -- Go beyond "Crunching the Numbers" -- Improve Communication and Presentation Skills -- Develop a Reputation for Credibility and Objectivity -- Demonstrate Business and Emotional Maturity -- Volunteer to Work on Important Analytical Projects and Presentations -- Improving the Financial Literacy of Nonfinancial Managers -- Summary -- Chapter 4 Developing Predictive and Analytical Models -- What Is a Financial Model?
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Applications for Financial Models -- Operating Plans and Budgets -- Forecasts/Business Outlooks -- Revenue Projections -- Cash Flow and Liquidity Projections -- Strategic Plans and Long-Range Forecasts -- Capital Investment Decisions -- Compensation and Incentive Plans -- Valuing a Business -- Mergers and Acquisitions -- Project and Proposal Estimates -- Best Practices in Developing Models -- Use the Four-Step Model Approach -- Define Objective -- Develop Architecture of Model -- Documentation -- Identify Input Areas -- Identify Key Assumptions and Drivers -- Incorporate Historical/Actual Results -- Protect Formulas -- Ownership and Buy-in -- Robust and Flexible -- Keep It Simple -- Avoid "Black Box" Models: Show Your Work -- Revision Control -- Review for Accuracy and Reasonableness -- Sensitivity and Scenario Analysis -- Output and Presentation Summary -- Establish a Portfolio of Models -- Use the Best Tool for the Job -- Summary -- Appendix: Illustrative Model -- Chapter 5 Presenting and Communicating Financial Information -- Laying the Foundation for Success -- Overcoming the Accountant Stereotype -- Knowing Your Audience -- Developing a Messaging Strategy -- Educating Nonfinance Managers -- Choosing the Best Delivery Method -- Developing Effective Presentations and Reports -- Agenda/Discussion Topics -- Executive Summary-Preview -- Presentation Content -- Identify Key Takeaways and Indicated Actions -- Executive Summary and Recommended Actions -- Exhibits -- Delivering the Presentation -- Data Visualization and Presentation: A Picture Is Worth a Thousand Words -- Use the Best Visual for the Job -- The Speedometer Chart -- To Scale or Not to Scale -- Summary -- Part Two Financial Leadership in the 21st Century -- Chapter 6 Essential Ingredients for Value Creation: Growth and ROIC -- Valuation and Shareholder Value
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Valuation and Shareholder Value -- Revenue Growth -- Return on Invested Capital (ROIC) -- ROIC and the Business Model -- Improving Return on Invested Capital -- Summary -- Chapter 7 Managing Human Capital and Building a High-Performance Finance Team -- The Importance of Human Capital Management (HCM) -- Human Capital Management (HCM): Key Elements -- Strategic Context -- HCM Assessment -- Talent Acquisition and Immersion -- Growth and Development (G& -- D) -- Portfolio Management -- Engagement, Alignment, Evaluation, Accountability, and Retention -- Compensation and Incentives -- Leadership, Alignment, and Execution -- Human Capital: Measure, Monitor, and Adjust -- Retention, Engagement, and Satisfaction -- Recruitment and Immersion -- Linking to Overall Performance and Creating an HCM Dashboard -- HCM Assessment Process -- Strategic Context -- Organization -- Career Summary and Performance -- Experience, Competency, and Skills Inventory -- Succession Planning -- Human Capital by the Numbers -- Developing an Improvement Plan -- Focus on the Finance Team -- Finance as a Service Organization -- Survey Your Clients (or Partners) -- Evaluate Current Reports and Analyses Produced by the Finance Team -- Creating the Slack for Value-Added Activities -- Summary -- Chapter 8 Strategic Analysis and Planning -- Strategic Planning: Core Principles -- Strategic Planning Tools -- Strategic Planning Framework -- Strategic Analysis -- Executive Summary -- Historical Performance Recap -- Strategic Summary -- Revenue Analysis -- Competitor Summary -- Other Market Players -- Benchmark Analysis -- Portfolio Analysis -- Talent and Organization -- Strategy Development -- Strategy Statement -- Strategic Objectives -- Consider Possible Alternative Strategies -- Projected Financial Performance -- Execution Planning -- Earning a Seat at the Strategy Table
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Develop a Business Mindset -- Prepare and Present Strategic Analysis -- Develop Strategic Financial Projections and Analysis -- Incorporate Progress on Strategic Issues and Objectives in Performance Reporting -- Summary -- Chapter 9 The Role of Finance in Supporting Growth -- The Importance of Growth -- Analysis of Revenue Trends and Growth Projections -- Contributing to Strategic Analysis and Planning -- Competitor Summary -- Supporting Growth Initiatives and Processes -- Business and Corporate Development (BD) -- Bid and Proposal -- New Product Development (NPD) -- Other Growth Opportunities -- Contributing to a Successful Merger and Acquisition Program -- M& -- A Process -- M& -- A Valuation -- Summary -- Chapter 10 The External View: Markets, Competitors, and Economic and Geopolitical Forces -- External Forces -- The Economic Environment -- General Economic Measures -- Sovereign Debt -- Analysis of Markets, Competitors, and Customers -- Sources of Information -- Industry Reports -- Research Analyst Reports -- Company Website -- Required Disclosures by Publicly Traded Companies -- Analysis and Presentation -- Quarterly Update on Customer/Competitor -- Summary -- Chapter 11 Course-Corrections: Business Transformation and Restructuring -- The Need for Change. . . -- How Did We Get Here? -- Making the Case -- Analytical Tools to Support Business Transformation-Cost and Process -- Periodic Pruning -- Across-the-Board Cuts -- Address Leakers and Bleeders -- Zero-Based Cost Analysis (ZBCA) -- Activity-Based Cost Analysis (ABCA) -- Process Evaluation and Redesign -- Analytical Tools to Support Business Transformation-Business and Strategy -- Situational Analysis -- Business Portfolio Analysis -- Product Portfolio Analysis -- Business Model Analysis -- Customer Profitability or Value Contribution
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Developing Financial and Execution Plans and Monitoring Progress -- Developing a Transformation Plan -- Developing Financial Projections -- Developing an Execution Plan -- Monitoring Progress -- Summary -- Chapter 12 Leveraging and Promoting Technology Investments -- IT Overview -- Enterprise System (ERP) -- Supplemental Systems -- Product and Service Offerings -- External and Other Information -- Data Lakes (and Pools, Ponds and Puddles) -- Reporting, Analysis, and Planning -- IT Infrastructure -- IT Strategy and Roadmap -- Advocating Technology -- Leveraging Technology Solutions in Financial Applications -- Evaluating and Implementing Technology Solutions -- Evaluating Technology Solutions -- Implementing Technology Solutions -- The Future of IT -- Cloud versus On-Premises Computing -- Artificial Intelligence (AI) and Machine Learning (ML) -- Indicated Actions -- Summary -- Chapter 13 Scenario Analysis, Planning, and Management -- Scenario Analysis: Definition, Benefits, and Applications -- What Is Scenario Analysis and Planning? -- Benefits of Scenario Analysis? -- Scenario Analysis Applications -- Steps in Scenario Analysis -- Develop a Robust Projections Model -- Identify Critical Assumptions -- Build a Base Case and Identify Other Possible Scenarios -- Model Scenarios -- Monitor Assumptions and Leading Indicators -- Take Indicated Actions -- Utilizing Scenario Planning in Other Applications -- Summary -- Chapter 14 Adaptability: Innovation, Agility, and Resilience -- Innovation -- Types of Innovation -- Will Innovation Efforts "Move the Needle"? -- Performance and Value Creation in Innovative Organizations -- Connecting the Dots: Innovation, Financial Performance, and Value -- Measuring and Driving Business Agility -- The Agile (Versatile) Associate -- Anticipating and Responding to Business and Economic Cycles -- Agility Assessment and Metrics
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Business Resilience
Weitere Ausg.:
Erscheint auch als Druck-Ausgabe Alexander, Jack Financial Management Newark : John Wiley & Sons, Incorporated,c2024 ISBN 9781394228362
Sprache:
Englisch
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