Strategic Business Planning for Accountants: Methods, Tools and Case Studies

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Elsevier, 2006 M10 25 - 632 páginas
This book examines the practice of strategic business planning, including its functions, methods, tools, and the way in which they are employed. It does so in a practical way through case studies, which help in demonstrating how to innovate in order to overcome obstacles and cover new and evolving challenges.

The book is divided into six parts :
• part 1 focuses on the strategic plan, as master plan of the enterprise
• part 2 covers the management functions whose able execution makes the difference between success and failure: forecasting, planning, organizing, staffing, directing, and controlling
• part 3 demonstrates that modern accounting rules, promoted by IFRS and US GAAP, not only assist in strategic financial planning but also provide a solid basis for management supervision and control
• part 4 brings your attention the fact that costs matter. Strategic business plans that pay little or no attention to cost factors are doomed
• part 5 addresses the issues associated with strategic products and markets. These range from research and development to market research, product planning, the able management of marketing functions, and sales effectiveness
• part 6 concludes the book with an emphasis on mergers, acquisitions, and consolidations and the risks associated with an M&A policy

Chief executives, operating officers, treasurers, financial officers, budget directors, accountants, auditors, product planners, marketing directors, and management accounting specialists will find this book of practical examples helpful to their decisions and to their work.

* Shows the factors to consider when planning how to take your company to the next level, from identifying and making strategic choices to capital allocation and financial planning. All from a professional accountant's perspective and in their language
* Full of case studies to help you relate your ideas to what other major companies have done before, including IBM, Delta Airlines, and Bloomberg - so you can learn from their success or failure
* Shows why strategic cost control is good governance, why and how to account for the cost of risk and how IFRS relates to strategic accounting principles

Dentro del libro

Contenido

Examples of Leadership in Strategic Decisions
35
Strategic Choices in Corporate Governance
57
Establishing a Strategic Plan
85
Functional Effectiveness in Strategic Planning
115
Forecasting
117
Planning
143
Organizing and Staffing
171
Directing and Controlling
199
Strategies for Sustained Profitability
335
Strategic Products and Markets
361
Research Development and Product Planning
363
Strategic Decisions in Marketing
395
Know Your Customer
425
Strategic Mergers and Acquisitions
457
Mergers Acquisitions Takeovers and Their Deliverables
459
Case Studies on Mergers in Telecommunications Computers Oil and Air Transport
491

Strategic Financial Planning and Accounting
225
Financial Planning
227
IFRS and Strategic Accounting Principles
253
Cost Control Risk Control and Profitability
283
Strategic Cost Control Is Good Governance
285
Accounting for the Cost of Risk
309
Case Studies on Big Bank Mergers in the United States
523
Case Studies on Big Bank Mergers in Europe
551
Case Studies with Mergers that Went Sour
579
Index
607
Derechos de autor

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Página 122 - telephone" has too many shortcomings to be seriously considered as a means of communication. The device is inherently of no value to us.
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Página 274 - Estimates The preparation of financial statements in conformity with generally accepted accounting principles requires management to make estimates and assumptions that affect the reported amounts of assets and liabilities, and disclosure of contingent assets and liabilities at the date of the financial statements and the reported amounts of revenues and expenses during the reporting period. Actual results could differ from those estimates.
Página 40 - A defensive war is apt to betray us into too frequent detachment. Those generals who have had but little experience attempt to protect every point, while those who are better acquainted with their profession, having only the capital object in view, guard against a decisive blow, and acquiesce in smaller misfortunes to avoid greater.
Página 234 - ... ...The directors of such companies, however, being the managers rather of other people's money than of their own, it cannot well be expected that they should watch over it with the same anxious vigilance with which the partners in a private copartnery frequently watch over their own.
Página 56 - William Greider, Secrets of the Temple: How the Federal Reserve Runs the Country (New York: Simon and Schuster, 1987), p.
Página 187 - Hence to fight and conquer in all your battles is not supreme excellence; supreme excellence consists in breaking the enemy's resistance without fighting.
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Página 265 - Microsoft accounts for the licensing of software in accordance with American Institute of Certified Public Accountants (AICPA) Statement of Position (SOP) 97-2, Software Revenue Recognition.

Acerca del autor (2006)

Since 1961, Dr Dimitris N. Chorafas has advised financial institutions and industrial corporations in strategic planning, risk management, computers and communications systems, and internal controls. A graduate of the University of California, Los Angeles, the University of Paris, and the Technical University of Athens, Dr Chorafas has been a Fulbright scholar. Financial institutions which have sought his assistance include the Union Bank of Switzerland, Bank Vontobel, CEDEL, the Bank of Scotland, Credit Agricole, Österreichische Länderbank (Bank Austria), First Austrian Bank, Commerzbank, Dresdner Bank, Mid-Med Bank, Demir Bank, Banca Nazionale dell'Agricoltura, Istituto Bancario Italiano, Credito Commerciale and Banca Provinciale Lombarda. Among multinational corporations Dr Chorafas has worked as consultant to top management, are: General Electric-Bull, Univac, Honeywell, Digital Equipment Corp, Olivetti, Nestlé, Omega, Italcementi, Italmobiliare, AEG-Telefunken, Olympia, Osram, Antar, Pechiney, the American Management Association and host of other client firms in Europe and the United States. Dr Chorafas has served on the faculty of the Catholic University of America and as visiting professor at Washington State University, George Washington University, University of Vermont, University of Florida, and Georgia Institute of Technology. Also, the University of Alberta, Ecole d'Etudes Industrielles de l'Université de Genčve, and Technical University of Karlsruhe. More than 6,000 banking, industrial and government executives have participated in his seminars in the United States, England, Germany, other European countries, Asia and Latin America.

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