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Prentice-Hall's one-day MBA in finance
and accounting. |
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Chapter
1: identifying your accounting profile. Testing
your accounting metal. Calling
on your internal accountant. Understanding
the accounting process. It's
an accounting world, after all. Mastering
the fundamental principles. |
Chapter
7: building a better budget. The
budget: defining the concept. Budgeting:
what's my type: What
goals will it reflect? Will
Objectives be plainly visible? Does
budget identify tactics used? Does
budget outline procedures? Setting
the stage for budgeting. Basic
budget components. Top-down
budgeting. A
word about expenses. Developing
your budget. Current,
year to date, quarterly or annual. Factor
in the human equation: Budget
Optimistic? Well
Articulated? Used
throughout the year? Is
it actually used? Budgets
are guidelines. |
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Chapter
2:double entry accounting: a primer. Origins
and concept. Assets,
equities, and liabilities. Debits
and credits. |
Chapter
8: From balance sheets to income statements. Building
a balance sheet. How
transactions affect the balance sheet. A
smattering of business sheets sample transactions. Income
statements. Statement
of owners equity. |
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Chapter
3: your accounting toolkit. Understanding
the general ledger. Chart of accounts. Account
Receivable. Accounts
Payable |
Chapter
9: accounting for merchandising operations. Keeping
track of purchases. Utilizing
discounts. Accounting
for sales activity. Showing
sales discount. Posting
sales returns or allowances. Financial
reporting. |
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Chapter
4: From Transaction Flow to Cash Management Strategies.= A Fund Management
Strategy. Liquidity
is critical=investment, opportunity, bills. Banks
may require compensating balances at the bank. Floating
systems set up by bank to optimize monies. Playing
the float. Float
= mail time, Process time, Availability delay~ out of state. Defining
cash management. Banks
can set up methods to pay only on that day, EDI systems. Bank
methods for this= Presentment reporting options, Balance Reporting, Sweep
Accounts best profitability. Bottom
line= utilize every cent every opportunity. |
Chapter
10: managing you're internal controls. Your
top concern: the carrying dishonesty. Managing
accounting control. The
cost of security. Avenues
to embezzlement. When
security is breached. More
preventive managers. |
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Chapter
5: Creating the Savvy Business Plan. Core
Competencies, types of competitive strategies, profitable and sustainable. Strategy
must include actions beyond the “beachhead”~ D-Day. The
key to its successful strategy: Firms
value proposition-to customers that is (needs and wants). Cost
leadership and or other Differentiation. Choice
will offer different results. Strategy
must be considered in Financial Goals. Identifying
your strategy: Know
your Business. Know
the Competition. Know
reasons behind the way your company does business. Identify
your Competitive Advantages. Identify
Corporate Goals. Identify
key steps toward those goals. Know
Mission Statement and Post it. Units
of Measure. What
Finance Goals can be tied to your Strategy. What
is your Time Line for Completion. Low
cost or Differentiation. Critical
Components in plan: Units
of major. Purpose
and objectives. Perils
and pitfalls. Must
actually implement. Accuracy
is everything. More
is not always better. Showcase
mgmt Accountability. Keep
objective and plan on TASK. Writing
your plan. Executive
Summary-Situation Analysis. Concept. Market-Market
Segmentation. Customer
Analysis Competitive
Analysis. Product-Positioning
Statement. Advertising-Promotion-Public
Relations. Sales
Strategy. NEXT
STEPS toward Development. The
Operations Side. Key
Staff. Financial
Statement. Payback
and Exit Scenario. |
Chapter
11: Deferrals and Accruals. Accounting
for prepaid expenses. Handling
unearned revenues. Managing
accrued liabilities. Mastering
accrued assets. |
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Chapter
6: establishing an accounting system. Flexability-
Controls- Relevent data Installing
your accounting system. Assigning
staff. Types
of accounting. Cost
accounting. |
Chapter
12: tracking inventory. Creating
an inventory control system. What
is the cash value? How
much value does mfg add? How
many phases are involved in mfg? What
is the ancillary value acquired? Choosing
your inventory system: Periodic. Perpetual. Counting
the stuff. date,
person, item name and #, origin - destination. Costing
the stuff. Accounting
for the stuff. Life
in the perpetual inventory Lane. The
secret to the effective inventory management. |
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Chapter
13: the fiscal side of physical assets. Costing
your fixed assets. Defining
the appreciation. Determining
depreciation value. Recording
depreciation. This
guarding fixed assets. Leasing. |
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Chapter
14: payroll and other liabilities. Developing
a payroll system. What
employees earn. Deduction
from payroll. A
sample pay sheet. Employer
payroll liabilities. Components
of your payroll accounting system. The
payroll register. Records
of employee earnings. Payroll
checks direct deposit vouchers. Other
employer liabilities. |
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Chapter
15: from proprietorship to partnership. Basic
business building blocks. Flying
solo. Pursuing
a partnership. The
nature of partnerships and partners. Partnership
advantages and disadvantages. Investments
in the partnership. Sharing
the wealth, or lack thereof. Reporting
the finances. The
solving the relationship. Liquidating
the partnership. |
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Chapter
16: understanding the Corporation. Corporate
nature and Cara sticks. Filing
for incorporation. Recognizing
stockholder equity. No
your shares. Issuing
shares. Where
the stocks, there also may be bonds. The
cost of incorporating. |
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Chapter
17: sources of business finance. Types
of loans. Choosing
the right lender. Preparing
for the loan request. Final
steps. Into
the venture capitalist. Types
of venture capitalist. Finding
the right angel. Setting
the stage. Making
the pitch. The
bottom line. |
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Chapter
18: the tax man come if. Business
income accounting. For
many limited liability partnership. Other
partnership structure obligations. Other
tax areas of interest. Employment
tax accounting. The
rest of your tax burden. |
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Chapter
19: protecting the bottom line. Into
the cash manager. Cash
manager qualifications. Young
cash forecasting. Tracking
the market. Learning
the language. |
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Chapter
20: understanding growth cycles. Defining
product life cycles. Stage
one: product introduction. Stage
2: product growth. Stage
3: product maturity. Stage
for: product decline. Business
life cycles. Good
growth/bad growth. A
sustainable growth strategy. During
the tide of growth. Falling
behind. |
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Chapter
21: forecasting the future. Developing
a pro forma statement. Methods
of forecasting. Impacts
on your projections. Other
types of forecast. Your
company's planning cycle. |
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Chapter
22: troubleshooting your financial system. For
steps. Managing
a cam ability. Conducting
the business audit. Seven
keys to greed of resolution. |
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Appendix: 1. Putting your business plan into action. 2. Probing for a security league. 3. How much is enough to operate. 4. Knowing which cost manage. 5. Aging gracefully. 6. Living large inventory wise. 7. Planning by the numbers. 8. A cash stream flows through it. 9.Growing
broke. 10. Brewing a good acquisition candidates. Future
value of one dollar. Future
value of entity. Present
value a dollar. Present
value of entity of a dollar. Glossary index. |
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