Xem 1-20 trên 255 kết quả Cash management
  • In all fields of inquiry, whether financial, scientific, or any other, there is danger of not seeing the woods for the trees. Nowhere is this danger greater than in the analysis of assets and liabilities as well as in cash management, in a leveraged financial environment with derivative instruments that change from assets to liabilities, and vice versa, depending on their fair market value.

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  • One of the basic building blocks for managing a successful treasury department is the establishment of a comprehensive set of treasury policies. Such policies define the principal financial risks a company is facing and how these risks will be managed by the treasury department. Chapter 1 covers the process of identifying and measuring these risks.

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  • Tham khảo tài liệu 'liabilities liquidity and cash management balancing financial risks phần 1', tài chính - ngân hàng, tài chính doanh nghiệp phục vụ nhu cầu học tập, nghiên cứu và làm việc hiệu quả

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  • Tham khảo tài liệu 'liabilities liquidity and cash management balancing financial risks phần 2', tài chính - ngân hàng, tài chính doanh nghiệp phục vụ nhu cầu học tập, nghiên cứu và làm việc hiệu quả

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  • This chapter is about how firms manage cash. The basic objective in cash management is to keep the investment in cash as low as possible while still keeping the firm operating efficiently and effectively. This goal usually reduces to the dictum “Collect early and pay late”. Accordingly, this chapter forcus discuss ways of accelerating collections and managing disbursements.

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  • After studying this chapter you will be able to understand: Define liquid assets, distinguish between liquidity management and treasury management, identify the motives for holding liquid assets, prepare a cash budget, apply cash management models,...and other contents.

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  • In the previous chapter, we were occupied with questions concerning the optimal level of current assets for the firm. By examining the trade-off between profitability and risk, we were able to determine, generally, the proper level of current assets that the firm should carry. Once the overall level of current assets is determined, other questions remain. How much should be carried in cash? How much should be carried in marketable securities? We are going to find out how to answer these questions.

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  • After Studying Chapter 9, you should be able to: List and explain the motives for holding cash, understand the purpose of efficient cash management, describe methods for speeding up the collection of accounts receivable and methods for controlling cash disbursements,...

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  • In this chapter, students will be able to: Understand the role of cash management in the personal financial planning process; describe today’s financial services marketplace, both depository and nondepository financial institutions; select the checking, savings, electronic banking, and other bank services that meet your needs; open and use a checking account; calculate the interest earned on your money using compound interest and future value techniques; develop a savings strategy that incorporates a variety of savings plans.

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  • Define financial assets and explain their valuation in the balance sheet, describe the objectives of cash management and internal controls over cash, prepare a bank reconciliation and explain its purpose, describe how short-term investments are reported in the balance sheet and account for transactions involving marketable securities,...

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  • Financial Analysis Tools and Techniques, a business-focused revision of Erich Helfert's perennial college bestseller Techniques of Financial Analysis, is a quick, easy read for nonfinancial managers and an excellent refresher and reference for finance professionals. This practical, hands-on guide provides a new introductory chapter that gives context to today's valuation turmoil and helps professionals understand the economic drivers of a business and the importance of cash flow.

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  • Why should you buy this book? There are certainly others to choose from, each with a viewpoint that reflects the author’s background and opinions. Why this one? Why this par- ticular author’s background and opinions? The answer is com- munication: this book is in a sense a communication manual for non-financial managers.

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  • A well-functioning public sector that delivers quality public services consistent with citizen preferences and that fosters private market-led growth while managing fiscal resources prudently is considered critical to the World Bank’s mission of poverty alleviation and the achievement of the Millennium Development Goals.

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  • Cash availability is the lifeblood of the organization. With it, assuming there is proper management and economical, efficient, and Ceffective operations, the company can grow and prosper—without it the organization perishes. Like the absence of water to anything living, the absence of cash to the business means death—slow, torturous, physically painful, and men- tally agonizing. Business owners, managers, shareholders, ...

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  • Financing new equipment -- from computers to phone systems to capital equipment and other gear you need to run your company -- is a major issue for many small business owners. Leasing, instead of purchasing, can be a cost-effective option, particularly if you don't have the cash on hand, but need the equipment. In fact, you might want to consider leasing even if you do have the cash to invest. By leasing, you might find that you can regulate your cash flow more effectively, because you have predictable, regular monthly installments as opposed to a single lump sum payment. Plus, leasing......

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  • Chapter 11b: Answer key about SCOPE MANAGEMENT 1. Answer: b Scope definition is defined by PMI as ‘‘decomposing the major deliverables into smaller, more manageable components to provide better control.’’ 2. Answer: a The chart of accounts is the system used to monitor project costs as defined by PMI. 3. Answer: c A stakeholder is an individual or organization that is involved in or may be affected by project activities. 4. Answer: c The actual payback period is between two years and three years. It is the point where the net or cumulative cash flows equal zero.

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  • Rob Reider, CPA, MBA, PhD, is the president of Reider Associates, a management and organizational consulting firm located in Santa Fe, New Mexico, which he founded in 1976. Prior to starting Reider Associates, he was a manager in the Management Consulting Department of Peat, Marwick in Philadelphia.

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  • Current Assets: assets that are relatively liquid, and are expected to be converted to cash within a year. Cash, marketable securities, accounts receivable, inventories, prepaid expenses. Current Assets: assets that are relatively liquid, and are expected to be converted to cash within a year. Cash, marketable securities, accounts receivable, inventories, prepaid expenses. Fixed Assets: machinery and equipment, buildings, and land.

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  • Give future and current managers a thorough understanding of the financial theory that is essential for developing and implementing effective financial strategies in business today. Brigham/Ehrhardt's leading FINANCIAL MANAGEMENT: THEORY AND PRACTICE, 13E is the only text that strikes a perfect balance between solid financial theory and practical applications.

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  • Tham khảo sách 'financial management theory and practice_1', kinh doanh - tiếp thị, quản trị kinh doanh phục vụ nhu cầu học tập, nghiên cứu và làm việc hiệu quả

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