By Steven M. Bragg;
The excellent advisor for CFOs who want an summary of management fundamentals from techniques to administration development guidance
choked with pragmatic insights and proactive concepts, The New CFO monetary management guide, 3rd Edition is destined to turn into your crucial computing device spouse. This thorough guidebook is full of most sensible practices that can assist you, as CFO, to enhance potency, mitigate dangers, and continue your company aggressive.
- Includes up to date details at the courting of the CFO with the Treasurer, registration statements and Fedwire funds, acquisitions integration, felony different types of acquisitions, and executive laws
- Contains regulate flowcharts for the most accounting cycles
- Provides new chapters on Investor kinfolk and chance administration for foreign currency and rates of interest
- Features an itemized record of the major initiatives each new CFO may still whole whilst first getting into the location, a list of a hundred functionality measures, and a close dialogue of worker reimbursement plans
The reference CFOs and different monetary managers can flip to for fast solutions to questions they've got in addition to to assist them plan their monetary approach, The New CFO monetary management guide, 3rd Edition is crucial analyzing for each CFO desirous to play a strategic function of their organization.Content:
Chapter 1 CFO's position within the company (pages 1–14):
Chapter 2 monetary method (pages 15–47):
Chapter three Tax process (pages 48–60):
Chapter four details know-how approach (pages 61–70):
Chapter five functionality size platforms (pages 71–99):
Chapter 6 keep watch over structures (pages 100–120):
Chapter 7 Audit functionality (pages 121–133):
Chapter eight fee of Capital (pages 135–152):
Chapter nine Capital Budgeting (pages 153–172):
Chapter 10 different monetary research issues (pages 173–194):
Chapter eleven money administration and Consolidation (pages 195–212):
Chapter 12 making an investment extra cash (pages 213–219):
Chapter thirteen acquiring Debt Financing (pages 220–237):
Chapter 14 acquiring fairness Financing (pages 238–261):
Chapter 15 preliminary Public supplying (pages 263–287):
Chapter sixteen reviews to the Securities and alternate fee (pages 288–310):
Chapter 17 funding neighborhood (pages 311–324):
Chapter 18 Taking an organization deepest (pages 325–330):
Chapter 19 chance Management—General techniques (pages 331–347):
Chapter 20 hazard administration: foreign currency echange (pages 348–362):
Chapter 21 Outsourcing the Accounting and Finance capabilities (pages 363–381):
Chapter 22 Mergers and Acquisitions (pages 382–425):
Chapter 23 worker reimbursement (pages 427–436):
Chapter 24 financial disaster (pages 437–449):
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Additional resources for The New CFO Financial Leadership Manual, Third Edition
Example text
If any production work related to the product is completed by an outside entity, then the cost of this work should be included in the calculation on the grounds that the entire cost of the outsourced processing will be eliminated along with the product. 7. Inventory carrying cost. This should only be the incremental inventory carrying cost, which is usually only the interest cost of the company’s investment in inventory specifically related to the product. It should not include the cost of warehouse storage space or insurance, since both of these costs are fixed in the short term and are very unlikely to change as a result of the elimination of a single product.
Refinancing Decisions The CFO should regularly review the cost of all types of company debt to see if it is too expensive and therefore worthy of refinancing. Though this may seem like a simple matter, there are several issues to take into consideration. First, the company may have a very tight relationship with a single lender who has extended all of the company’s debt to it—if so, paying off the most expensive loan in the debt portfolio will not endear this critical lender to the company. Under this scenario, it may not even be possible to refinance a single loan within the portfolio, because the lender has cross-collateralized all of the company’s assets on the various loan documents.
One is the sales point at which profits will match the level just before the incurrence of the step cost. For example, a printing plant is experiencing a ramp-up in sales and its CFO decides to invest in a new press to meet the demand. The press is leased, and costs $250,000 per year. Gross margins are 30 percent, so the plant must generate $833,333 per year in additional sales just to cover the step cost represented by the new press. Another factor leads from the last point, which is to determine the maximum sales level that a facility can possibly support under the best of circumstances.