{"product_id":"reporting-nonfinancials-isbn-9780470011973","title":"Reporting Nonfinancials","description":"According to research carried out by Ernst \u0026amp; Young, 35% of all investment decisions are based on nonfinancial attributes. A substantial body of literature deals with the management and measurement of nonfinancial assets. This book, by contrast, focuses on best practice in disclosure:  \u003cul\u003e \u003cli\u003eHow do companies present their vital resources in annual, quarterly, and corporate citizenship\/sustainability reports and also in other publications and on their web sites?\u003c\/li\u003e \u003cli\u003eDo they provide a coherent, consistent, and convincing view of resources like management quality, brands, and intellectual capital?\u003c\/li\u003e \u003cli\u003eAnd how should they proceed to make stakeholders grasp what makes them a valuable investment, a preferred supplier of goods and services, or an employer of choice, and also a good corporate citizen?\u003c\/li\u003e \u003c\/ul\u003e \u003cp\u003eThese are the core questions addressed in \u003ci\u003eReporting Nonfinancials\u003c\/i\u003e. The book presents both best practice in nonfinancial disclosure and a pragmatic framework for action. It shows practitioners how to optimize the impact of their intangibles by first analyzing their companies’ strengths and then improving their disclosure through annual, quarterly, CSR, and other reporting formats. It also helps investors and other stakeholder groups evaluate the quality and relevance of information provided by companies. Thus it is important for both executives and outsiders.\u003c\/p\u003e  \u003cb\u003eForeword.\u003c\/b\u003e  \u003cp\u003e\u003cb\u003eAcknowledgments.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eIntroduction: Goodwill and Blue Skies?\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eGetting a Grip on Nonfinancials\u003c\/i\u003e.\u003c\/p\u003e \u003cp\u003eClosing the gap between book value and market cap.\u003c\/p\u003e \u003cp\u003eStep 1: Classifying nonfinancials.\u003c\/p\u003e \u003cp\u003eStep 2: Adjusting to regional priorities.\u003c\/p\u003e \u003cp\u003eStep 3: From consciousness to action.\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePART I: THE WHY.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e1 True and Fair View?\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eThe Glaring Deficiencies of Financial Reporting\u003c\/i\u003e.\u003c\/p\u003e \u003cp\u003eThe old economy’s reporting paradigm.\u003c\/p\u003e \u003cp\u003eChange reporting, not accounting.\u003c\/p\u003e \u003cp\u003eGetting form to follow function.\u003c\/p\u003e \u003cp\u003eNonfinancials: The overheads of the 21st century.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e2 Open Sesame?\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eNonfinancial Reporting between Pressures, Paradoxes and Potentials\u003c\/i\u003e.\u003c\/p\u003e \u003cp\u003ePressures: Regulators, investors and public opinion.\u003c\/p\u003e \u003cp\u003eParadoxes: A singular lack of clarity and concreteness.\u003c\/p\u003e \u003cp\u003ePotentials: Professionalisation on the march.\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePART II: THE WHAT.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e3 Competitive Value.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eBrands, Customers and Markets\u003c\/i\u003e.\u003c\/p\u003e \u003cp\u003eA. BRANDS: ENGINES OF GROWTH AND REPUTATION.\u003c\/p\u003e \u003cp\u003eCalculating brand value....\u003c\/p\u003e \u003cp\u003e...and reporting on brand equity.\u003c\/p\u003e \u003cp\u003eRescuing the brand: Reporting as a part of crisis management.\u003c\/p\u003e \u003cp\u003eStrategies for product....\u003c\/p\u003e \u003cp\u003e...and corporate brands.\u003c\/p\u003e \u003cp\u003eB. CUSTOMERS: THE KEY ENTREPRENEURIAL ASSET.\u003c\/p\u003e \u003cp\u003eCustomer orientation: Beyond lip worship.\u003c\/p\u003e \u003cp\u003eCustomer loyalty: Beyond retention.\u003c\/p\u003e \u003cp\u003eCustomer satisfaction: Early warning system or success barometer?\u003c\/p\u003e \u003cp\u003eCustomer commitment: Showing true grit.\u003c\/p\u003e \u003cp\u003eC. MARKETS: TARGETING NICHES, SEGMENTS AND SECTORS.\u003c\/p\u003e \u003cp\u003eMarketing metrics: From market share....\u003c\/p\u003e \u003cp\u003e...to sectorial insights.\u003c\/p\u003e \u003cp\u003eMarketing strategy: Between brand positioning....\u003c\/p\u003e \u003cp\u003e...and financial results.\u003c\/p\u003e \u003cp\u003eSUMMARY OF COMPETITIVE VALUE.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e4 Management Value.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eStrategy, Governance and Outlook\u003c\/i\u003e.\u003c\/p\u003e \u003cp\u003eA. STRATEGY: AN AMALGAM OF PROCESSES AND VISIONS.\u003c\/p\u003e \u003cp\u003eSystematising strategy: Concentrating on targets....\u003c\/p\u003e \u003cp\u003e...and on market trends.\u003c\/p\u003e \u003cp\u003eStrategy as a structured process....\u003c\/p\u003e \u003cp\u003e...and as an exercise in restructuring.\u003c\/p\u003e \u003cp\u003eStrategy derived from the vision of a leader....\u003c\/p\u003e \u003cp\u003e...and his insights on markets – or hers.\u003c\/p\u003e \u003cp\u003eB. GOVERNANCE: SHADES OF TRANSPARENCY.\u003c\/p\u003e \u003cp\u003eRegional pressures and structural differences.\u003c\/p\u003e \u003cp\u003eAre governance premiums sufficient incentives for coherent reporting?\u003c\/p\u003e \u003cp\u003eReporting approaches: Between formalism....\u003c\/p\u003e \u003cp\u003e...and hardcore information.\u003c\/p\u003e \u003cp\u003eC. OUTLOOK: FORECASTING AS THE ULTIMATE CHALLENGE.\u003c\/p\u003e \u003cp\u003eBetween expectations and regulations.\u003c\/p\u003e \u003cp\u003eInputs and outputs: Systematising forecasting.\u003c\/p\u003e \u003cp\u003eUncorking the champagne – or biting the bullet.\u003c\/p\u003e \u003cp\u003ePaths to growth and glory: Unorthodox approaches.\u003c\/p\u003e \u003cp\u003eSUMMARY OF MANAGEMENT VALUE.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e5 Human Resources Value.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eProductivity, Motivation and Potential\u003c\/i\u003e.\u003c\/p\u003e \u003cp\u003eCan people be capitalised? Ambitious concepts, modest results.\u003c\/p\u003e \u003cp\u003eLeveraging human resources: Pinpointing indicators....\u003c\/p\u003e \u003cp\u003e...and reporting coherently.\u003c\/p\u003e \u003cp\u003eA. PRODUCTIVITY: PROMOTING EFFECTIVITY AND EFFICIENCY.\u003c\/p\u003e \u003cp\u003eWays to productivity: The cultural factor.\u003c\/p\u003e \u003cp\u003eFactual approaches: From basic documentation....\u003c\/p\u003e \u003cp\u003e...to a strategic overview.\u003c\/p\u003e \u003cp\u003eFocusing on the essentials.\u003c\/p\u003e \u003cp\u003eB. MOTIVATION: WILD CARD FOR EXCELLENCE?\u003c\/p\u003e \u003cp\u003eCorporate culture: The backbone of motivation.\u003c\/p\u003e \u003cp\u003eMobilising employees: Between satisfaction....\u003c\/p\u003e \u003cp\u003e...and engagement.\u003c\/p\u003e \u003cp\u003eC. POTENTIAL: PROTECTING PROPERTY AND HARNESSING TALENTS.\u003c\/p\u003e \u003cp\u003eExploiting intellectual property: Defensive and offensive approaches.\u003c\/p\u003e \u003cp\u003eManaging diversity: Qualitative solutions....\u003c\/p\u003e \u003cp\u003e...and quantitative evidence.\u003c\/p\u003e \u003cp\u003eTraining: An investment in superior performance.\u003c\/p\u003e \u003cp\u003eSUMMARY OF HR VALUE.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e6 Ethical Value.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eCSR, Sustainability and Stakeholder Dialogue\u003c\/i\u003e.\u003c\/p\u003e \u003cp\u003eGood ethics=superior financial performance?\u003c\/p\u003e \u003cp\u003eEvolution of reporting: From accounting to assurance.\u003c\/p\u003e \u003cp\u003eA. CORPORATE SOCIAL RESPONSIBILITY: CHARITY OR POLICY?\u003c\/p\u003e \u003cp\u003eReporting trends: Quantity and quality on the rise?\u003c\/p\u003e \u003cp\u003eConcretising commitment....\u003c\/p\u003e \u003cp\u003e...and concentrating on core business.\u003c\/p\u003e \u003cp\u003eAn emphasis on issues....\u003c\/p\u003e \u003cp\u003e...and on mission.\u003c\/p\u003e \u003cp\u003eB. SUSTAINABILITY: BETWEEN TRIPLE BOTTOM LINE AND REALISTIC TARGETS.\u003c\/p\u003e \u003cp\u003eReporting between minimalist requirements and maximalist demands.\u003c\/p\u003e \u003cp\u003eFrom triple bottom line....\u003c\/p\u003e \u003cp\u003e...to challenges and dilemmas.\u003c\/p\u003e \u003cp\u003eSetting targets and executing strategies.\u003c\/p\u003e \u003cp\u003eC. STAKEHOLDER DIALOGUE: CONFLICT-SHOOTING OR WIN–WIN STRATEGY?\u003c\/p\u003e \u003cp\u003eCuring corporate myopia.\u003c\/p\u003e \u003cp\u003eSystematising processes, developing indicators.\u003c\/p\u003e \u003cp\u003eAddressing specific issues....\u003c\/p\u003e \u003cp\u003e...and systematising consultation.\u003c\/p\u003e \u003cp\u003eEthical value: A must or a sham?\u003c\/p\u003e \u003cp\u003eSUMMARY OF ETHICAL VALUE.\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePART III: THE HOW.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e7 Says Who?\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eAddressing Stakeholders and Facing Issues\u003c\/i\u003e.\u003c\/p\u003e \u003cp\u003eLow standards of accountability....\u003c\/p\u003e \u003cp\u003e...and cultural proclivities.\u003c\/p\u003e \u003cp\u003eFocusing on audiences: Communities, employees....\u003c\/p\u003e \u003cp\u003e...the financial community.\u003c\/p\u003e \u003cp\u003e...and NGOs.\u003c\/p\u003e \u003cp\u003eFocusing on specific issues....\u003c\/p\u003e \u003cp\u003e...and tackling general concerns.\u003c\/p\u003e \u003cp\u003eDialogue as an ongoing process.\u003c\/p\u003e \u003cp\u003eDialogue perspectives: From evasiveness to civic sense.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e8 New Wine in New Bottles?\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eStrategy, Structure and Style\u003c\/i\u003e.\u003c\/p\u003e \u003cp\u003eStrategy: From fundamental questions to an integrated approach.\u003c\/p\u003e \u003cp\u003eStructure: The road to clarity and materiality.\u003c\/p\u003e \u003cp\u003eStyle: From story-telling to substance.\u003c\/p\u003e \u003cp\u003eCoherence, brevity, accountability.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eBibliography.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eIndex.\u003c\/b\u003e\u003c\/p\u003e  “Reporting Nonfinancials is that rare thing - a book that lives up to the testimonials in its front sleeve…thought-provoking.\" (\u003ci\u003eEthical Corporation,\u003c\/i\u003e March 2007)  \u003cb\u003eKAEVAN GAZDAR\u003c\/b\u003e is responsible for Reporting at HypoVereinsbank, one of Germany´s largest banks. Its Annual Reports received the prestigious \u003ci\u003emanager magazin\u003c\/i\u003e awards six times in succession; its Sustainability Reports have also won national and international prizes.  \u003cp\u003eKaevan is co-author of books on reporting and corporate citizenship. He is a member of the international jury of the \u003ci\u003eAnnual Report on Annual Reports\u003c\/i\u003e, a global reporting ranking, and also belongs to the jury of the \u003ci\u003eGood Company\u003c\/i\u003e ranking. Apart from this, he has written for magazines like \u003ci\u003eInvestor Relations\u003c\/i\u003e and \u003ci\u003eEthical Corporation\u003c\/i\u003e and lectured widely in Europe.\u003c\/p\u003e  “\u003ci\u003e‘If you can’t count it, it doesn’t count’ is a saying often heard in reporting. By questioning ‘the glaring deficiencies’ of financial-only reporting, and by proposing an original approach not only based on the recent CSR trend but also encompassing other core value drivers, Kaevan Gazdar convincingly argues against the old saying and for a better grip of those non-material or intangible factors and their increased disclosure. Hopefully, many of this book’s readers will follow – and get down to the job\u003c\/i\u003e!”  \u003cp\u003e\u003cb\u003eMike Guillaume, co-founder and editor of the \u003ci\u003eAnnual Report on Annual Reports\u003c\/i\u003e\u003c\/b\u003e\u003c\/p\u003e  Nonfinancials are vital for a company's competitiveness. They also account for the gap between book value and market cap, thus providing the financial community – investors, analysts, fund managers etc – with important insights. Beyond this, accountability pressures from other stakeholder groups – customers, employees, NGOs, the media etc – are rising in the context of acute perceptions of corporate responsibility.  \u003cp\u003eReporting on issues like market position, customer loyalty, strategy, governance, human resources and CSR has thus advanced from being a side issue to becoming a central challenge. However, apart from a tiny group of frontrunners, most companies are in the dark as to what to report on and how to report, while outside observers are unaware of how to analyse companies according to their value drivers. Most reporting tends to be sketchy and impressionistic; companies fail to make the most of their assets. Thus, gems gather dust.\u003c\/p\u003e \u003cp\u003e\u003ci\u003eReporting Nonfinancials\u003c\/i\u003e provides:\u003c\/p\u003e \u003cul\u003e \u003cli\u003eA systematic overview of an increasingly important management discipline.\u003c\/li\u003e \u003cli\u003eBest Practice examples from across the world\u003c\/li\u003e \u003c\/ul\u003e \u003cp\u003e\u003cb\u003eA framework for action\u003c\/b\u003e\u003c\/p\u003e","brand":"Wiley","offers":[{"title":"Default Title","offer_id":47989945041125,"sku":"NP9780470011973","price":95.0,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9780470011973.jpg?v=1761785988","url":"https:\/\/k12savings.com\/es\/products\/reporting-nonfinancials-isbn-9780470011973","provider":"K12savings","version":"1.0","type":"link"}