9780071824378 (e-ISBN)

0071824375 (e-ISBN)

9780071824361 (print-ISBN)

0071824367 (print-ISBN)

Electronic reproduction. New York, N.Y. : McGraw Hill, 2015. Mode of access: World Wide Web. System requirements: Web browser. Access may be restricted to users at subscribing institutions.

In English.

Description based on e-Publication PDF.

Also available in print edition.

Print version: Finance for Nonfinancial Managers (Briefcase Books Series). Second Edition. New York, N.Y. : McGraw-Hill Education, 2015

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

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D

E

F

G

H

I

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K

L

M

N

O

P

Q

R

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T

U

V

W

Y

Z.