000			05150cam a2200421 a 4500
001			ocn811427078
003			OCoLC
005			20251028093339.0
008			120927s2013 mau b 001 0 eng
010			_a 2012039043
035			_a(Sirsi) i9781422144114
040			_aDLC _beng _cDLC _dIG# _dOCLCO _dIEB _dYDXCP _dVP@ _dBWX _dCDX _dMUU _dOCLCF _dLMR _dDAC _dGK8 _dUUA _dOCLCQ _dOCLCO _dOKJ _dOMB _dVF$
019			_a828850795
020			_a9781422144114 (alk. paper)
020			_a1422144119 (alk. paper)
035			_a(OCoLC)811427078 _z(OCoLC)828850795
042			_apcc
050	0	0	_aHG 4028 .B2 B422 2013
049			_aVF$A
100	1		_aBerman, Karen, _d1962-
245	1	0	_aFinancial intelligence : _ba manager's guide to knowing what the numbers really mean / _cKaren Berman, Joe Knight ; with John Case.
250			_aRev. ed.
260			_aBoston, Mass. : _bHarvard Business Review Press, _c2013.
300			_axv, 284 pages ; _c25 cm
336			_atext _btxt _2rdacontent
337			_aunmediated _bn _2rdamedia
338			_avolume _bnc _2rdacarrier
504			_aIncludes bibliographical references (pages 265-266) and index.
505	0		_aPart I. The art of finance (and why it matters) : You can't always trust the numbers -- Spotting assumptions, estimates, and biases -- Why increase your financial intelligence? -- The rules accountants follow: and why you don't always have to -- Part I toolbox : Getting what you want; The players and what they do; Reporting obligations of public companies -- Part II. The (many) peculiarities of the income statement: Profit is an estimate -- Cracking the code of the income statement -- Revenue: the issue is recognition -- Costs and expenses: no hard-and-fast rules -- The many forms of profit -- Part II toolbox : Understanding variance; Profit at nonprofits; A quick review: "percent of" and "percent change" -- Part III. The balance sheet reveals the most : Understanding balance sheet basics -- Assets: more estimates and assumptions (except for cash) -- On the other side: liabilities and equity -- Why the balance sheet balances -- The income statement affects the balance sheet -- Part III toolbox : Expense? Or capital expenditure?; The impact of mark-to-market accounting -- Part VI. Cash is king : Cash is a reality check -- Profit [does not equal] cash (and you need both) -- The language of cash flow -- How cash connects with everything else -- Why cash matters -- Part IV toolbox : Free cash flow; Even the big guys can run out of cash -- Part V. Ratios: learning what the numbers are really telling you : The power of ratios -- Profitability ratios: the higher the better (mostly) -- Leverage ratios: the balancing act -- Liquidity ratios: can we pay our bills? -- Efficiency ratios: making the most of your assets -- The investor's perspective: the "big five" numbers and shareholder value -- Part V toolbox : Which ratios are most important to your business?; The power of percent of sales; ratio relationships; Different companies, different calculations -- Part VI: How to calculate (and really understand) return on investment : The building blocks of ROI -- Figuring the ROI: the nitty-gritty -- Part VI toolbox : A step-by-step guide to analyzing capital expenditures; Calculating the cost of capital; Economic value added and economic profit-putting it all together -- Part VII. Applied financial intelligence: working capital management : The magic of managing the balance sheet -- Your balance sheet levers -- Homing in on cash conversion -- Part VII toolbox : Accounts receivable aging -- Part VIII. Creating a financially intelligent company : Financial literacy and corporate performance -- Financial literacy strategies -- Financial transparency: our ultimate goal -- Part VIII toolbox : Understanding Sarbanes-Oxley -- Appendix: Sample financials.
520			_a""Inc." magazine calls it one of "the best, clearest guides to the numbers" on the market. Readers agree, saying it's exactly "what I need to know" and calling it a "must-read" for decision makers without expertise in finance. Since its release in 2006, "Financial Intelligence" has become a favorite among managers who need a guided tour through the numbers--helping them to understand not only what the numbers really mean, but also why they matter. This new, completely updated edition brings the numbers up to date and continues to teach the basics of finance to managers who need to use financial data to drive their business. It also addresses issues that have become even more important in recent years--including questions around the financial crisis and those around broader financial and accounting literacy. Accessible, jargon-free, and filled with entertaining stories of real companies, Financial Intelligence gives nonfinancial managers the confidence to understand the nuance beyond the numbers--to help bring everyday work to a new level."--Publisher's website.
650		0	_aFinancial statements.
650		0	_aCash management.
650		0	_aCorporations _xFinance.
700	1		_aKnight, Joe, _d1963-
700	1		_aCase, John, _d1944-
994			_aC0 _bVF$
999			_c135059 _d135059