{"product_id":"the-new-cfo-financial-leadership-manual-isbn-9780470882566","title":"The New CFO Financial Leadership Manual","description":"The comprehensive guide for CFOs who need an overview of leadership basics from strategies to management improvement tips  \u003cp\u003eFilled with pragmatic insights and proactive strategies, \u003ci\u003eThe New CFO Financial Leadership Manual, Third Edition\u003c\/i\u003e is destined to become your essential desktop companion. This thorough guidebook is filled with best practices to help you, as CFO, to improve efficiency, mitigate risks, and keep your organization competitive.\u003c\/p\u003e \u003cul\u003e \u003cli\u003eIncludes updated information on the relationship of the CFO with the Treasurer, registration statements and Fedwire payments, acquisitions integration, legal types of acquisitions, and government regulations\u003c\/li\u003e \u003cli\u003eContains control flowcharts for the main accounting cycles\u003c\/li\u003e \u003cli\u003eProvides new chapters on Investor Relations and Risk Management for Foreign Exchange and Interest Rates\u003c\/li\u003e \u003cli\u003eFeatures an itemized list of the key tasks every new CFO should complete when first entering the position, a checklist of 100 performance measures, and a detailed discussion of employee compensation plans\u003c\/li\u003e \u003c\/ul\u003e \u003cp\u003eThe reference CFOs and other financial managers can turn to for quick answers to questions they have as well as to help them plan their financial strategy, \u003ci\u003eThe New CFO Financial Leadership Manual, Third Edition\u003c\/i\u003e is mandatory reading for every CFO wanting to play a strategic role in their organization.\u003c\/p\u003e \u003cp\u003ePreface xiii\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart One: Overview\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 1: CFO’s Place in the Corporation 3\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eFirst Days in the Position 3\u003c\/p\u003e \u003cp\u003eSpecific CFO Responsibilities 4\u003c\/p\u003e \u003cp\u003eOverview of the Change Management Process 8\u003c\/p\u003e \u003cp\u003eDifferences between the Controller and CFO Positions 9\u003c\/p\u003e \u003cp\u003eRelationship of the Controller to the CFO 12\u003c\/p\u003e \u003cp\u003eOther Direct Reports: The Treasurer 13\u003c\/p\u003e \u003cp\u003eOther Direct Reports: The Investor Relations Officer 13\u003c\/p\u003e \u003cp\u003eSummary 14\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 2: Financial Strategy 15\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eCash 15\u003c\/p\u003e \u003cp\u003eInvestments 17\u003c\/p\u003e \u003cp\u003eWorking Capital 19\u003c\/p\u003e \u003cp\u003eInventory: Inventory Reduction Decision 21\u003c\/p\u003e \u003cp\u003eFixed Assets: Lease versus Buy Decisions 23\u003c\/p\u003e \u003cp\u003ePayables 23\u003c\/p\u003e \u003cp\u003eDebt 26\u003c\/p\u003e \u003cp\u003eEquity 28\u003c\/p\u003e \u003cp\u003eProducts: Product Elimination Decisions 32\u003c\/p\u003e \u003cp\u003eFixed Expenses: Step Costing Decisions 35\u003c\/p\u003e \u003cp\u003ePayroll Expenses: Temporary Labor versus Permanent Staffing Decisions 36\u003c\/p\u003e \u003cp\u003eEntities: Divestiture Decisions 38\u003c\/p\u003e \u003cp\u003eSystems: When to Use Throughput Costing 39\u003c\/p\u003e \u003cp\u003eHigh-Volume, Low-Price Sale Decisions Using Throughput Costing 43\u003c\/p\u003e \u003cp\u003eCapital Budgeting Decisions Using Throughput Costing 44\u003c\/p\u003e \u003cp\u003eMake versus Buy Decisions Using Throughput Costing 46\u003c\/p\u003e \u003cp\u003eSummary 47\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 3: Tax Strategy 48\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eAccumulated Earnings Tax 49\u003c\/p\u003e \u003cp\u003eCash Method of Accounting 50\u003c\/p\u003e \u003cp\u003eInventory Valuation 51\u003c\/p\u003e \u003cp\u003eMergers and Acquisitions 51\u003c\/p\u003e \u003cp\u003eNet Operating Loss Carryforwards 52\u003c\/p\u003e \u003cp\u003eNexus 53\u003c\/p\u003e \u003cp\u003eProject Costing 54\u003c\/p\u003e \u003cp\u003eS Corporation 55\u003c\/p\u003e \u003cp\u003eSales and Use Taxes 56\u003c\/p\u003e \u003cp\u003eTransfer Pricing 57\u003c\/p\u003e \u003cp\u003eUnemployment Taxes 59\u003c\/p\u003e \u003cp\u003eSummary 60\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 4: Information Technology Strategy 61\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eReasons for Devising an Information Technology Strategy 61\u003c\/p\u003e \u003cp\u003eDeveloping the Information Technology Strategy 62\u003c\/p\u003e \u003cp\u003eTechnical Strategies 65\u003c\/p\u003e \u003cp\u003eSpecific Applications 67\u003c\/p\u003e \u003cp\u003eSummary 70\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart Two: Accounting\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 5: Performance Measurement Systems 73\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eCreating a Performance Measurement System 73\u003c\/p\u003e \u003cp\u003eAsset Utilization Measurements 74\u003c\/p\u003e \u003cp\u003eOperating Performance Measurements 79\u003c\/p\u003e \u003cp\u003eCash Flow Measurements 82\u003c\/p\u003e \u003cp\u003eLiquidity Measurements 85\u003c\/p\u003e \u003cp\u003eSolvency Measurements 90\u003c\/p\u003e \u003cp\u003eReturn on Investment Measurements 91\u003c\/p\u003e \u003cp\u003eMarket Performance Measurements 97\u003c\/p\u003e \u003cp\u003eSummary 99\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 6: Control Systems 100\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eNeed for Control Systems 100\u003c\/p\u003e \u003cp\u003eTypes of Fraud 101\u003c\/p\u003e \u003cp\u003eKey Controls 103\u003c\/p\u003e \u003cp\u003eWhen to Eliminate Controls 118\u003c\/p\u003e \u003cp\u003eSummary 119\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 7: Audit Function 121\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eComposition of the Audit Committee 121\u003c\/p\u003e \u003cp\u003eRole of the Audit Committee 122\u003c\/p\u003e \u003cp\u003ePurpose of the External Auditors 124\u003c\/p\u003e \u003cp\u003eDealing with External Auditors 125\u003c\/p\u003e \u003cp\u003eImpact of the Sarbanes-Oxley Act on the Audit Function 126\u003c\/p\u003e \u003cp\u003eRole of the Internal Audit Function 128\u003c\/p\u003e \u003cp\u003eManaging the Internal Audit Function 131\u003c\/p\u003e \u003cp\u003eSummary 133\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart Three: Financial Analysis\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 8: Cost of Capital 137\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eComponents 137\u003c\/p\u003e \u003cp\u003eCalculating the Cost of Debt 138\u003c\/p\u003e \u003cp\u003eCalculating the Cost of Equity 140\u003c\/p\u003e \u003cp\u003eCalculating the Weighted Cost of Capital 142\u003c\/p\u003e \u003cp\u003eIncremental Cost of Capital 144\u003c\/p\u003e \u003cp\u003eUsing the Cost of Capital in Special Situations 146\u003c\/p\u003e \u003cp\u003eModifying the Cost of Capital to Enhance Shareholder Value 148\u003c\/p\u003e \u003cp\u003eStrategizing Cost of Capital Reductions 151\u003c\/p\u003e \u003cp\u003eSummary 152\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 9: Capital Budgeting 153\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eHurdle Rate 153\u003c\/p\u003e \u003cp\u003ePayback Period 154\u003c\/p\u003e \u003cp\u003eNet Present Value 156\u003c\/p\u003e \u003cp\u003eInternal Rate of Return 158\u003c\/p\u003e \u003cp\u003eThroughput-Based Capital Budgeting 161\u003c\/p\u003e \u003cp\u003eProblems with the Capital Budget Approval Process 162\u003c\/p\u003e \u003cp\u003eCash Flow Modeling Issues 164\u003c\/p\u003e \u003cp\u003eFunding Decisions for Research and Development Projects 165\u003c\/p\u003e \u003cp\u003eCapital Investment Proposal Form 167\u003c\/p\u003e \u003cp\u003ePost-Completion Project Analysis 170\u003c\/p\u003e \u003cp\u003eSummary 172\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 10: Other Financial Analysis Topics 173\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eRisk Analysis 173\u003c\/p\u003e \u003cp\u003eCapacity Utilization 177\u003c\/p\u003e \u003cp\u003eBreakeven Analysis 183\u003c\/p\u003e \u003cp\u003eBusiness Cycle Forecasting 188\u003c\/p\u003e \u003cp\u003eSummary 194\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart Four: Funding\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 11: Cash Management and Consolidation 197\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eCash Forecasting Model 197\u003c\/p\u003e \u003cp\u003eInformation Sources for the Cash Forecast 201\u003c\/p\u003e \u003cp\u003eMeasuring Cash Forecast Accuracy 201\u003c\/p\u003e \u003cp\u003eCash Forecasting Automation 202\u003c\/p\u003e \u003cp\u003eCash Concentration Overview 204\u003c\/p\u003e \u003cp\u003ePhysical Sweeping 204\u003c\/p\u003e \u003cp\u003eNotional Pooling 206\u003c\/p\u003e \u003cp\u003eComparison of Account Sweeping and Notional Pooling 207\u003c\/p\u003e \u003cp\u003eCash Management Controls 208\u003c\/p\u003e \u003cp\u003eSummary 212\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 12: Investing Excess Funds 213\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eInvestment Criteria 213\u003c\/p\u003e \u003cp\u003eInvestment Restrictions 214\u003c\/p\u003e \u003cp\u003eInvestment Options 214\u003c\/p\u003e \u003cp\u003eInvestment Strategies 216\u003c\/p\u003e \u003cp\u003eSummary 219\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 13: Obtaining Debt Financing 220\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eManagement of Financing Issues 220\u003c\/p\u003e \u003cp\u003eBank Relations 221\u003c\/p\u003e \u003cp\u003eAccounts Payable Payment Delay 222\u003c\/p\u003e \u003cp\u003eAccounts Receivable Collection Acceleration 223\u003c\/p\u003e \u003cp\u003eCredit Cards 224\u003c\/p\u003e \u003cp\u003eEmployee Trade-Offs 224\u003c\/p\u003e \u003cp\u003eFactoring 224\u003c\/p\u003e \u003cp\u003eField Warehouse Financing 225\u003c\/p\u003e \u003cp\u003eFloor Planning 226\u003c\/p\u003e \u003cp\u003eInventory Reduction 226\u003c\/p\u003e \u003cp\u003eLease 227\u003c\/p\u003e \u003cp\u003eLine of Credit 228\u003c\/p\u003e \u003cp\u003eLoans 228\u003c\/p\u003e \u003cp\u003eMerchant Card Advances 234\u003c\/p\u003e \u003cp\u003ePreferred Stock 234\u003c\/p\u003e \u003cp\u003eSale and Leaseback 235\u003c\/p\u003e \u003cp\u003eSummary 235\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 14: Obtaining Equity Financing 238\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eTypes of Stock 238\u003c\/p\u003e \u003cp\u003ePrivate Placement of Stock 239\u003c\/p\u003e \u003cp\u003eLayout of the Offering Memorandum 240\u003c\/p\u003e \u003cp\u003eEstablishing a Valuation for the Offering Memorandum 252\u003c\/p\u003e \u003cp\u003eSwapping Stock for Expenses 253\u003c\/p\u003e \u003cp\u003eSwapping Stock for Cash 254\u003c\/p\u003e \u003cp\u003eStock Warrants 254\u003c\/p\u003e \u003cp\u003eStock Subscriptions 255\u003c\/p\u003e \u003cp\u003ePrivate Investment in Public Equity 255\u003c\/p\u003e \u003cp\u003eBuying Back Shares 256\u003c\/p\u003e \u003cp\u003eRule 144 257\u003c\/p\u003e \u003cp\u003eRule 10b5-1 258\u003c\/p\u003e \u003cp\u003eSummary 261\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart Five: Publicly Held Company\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 15: Initial Public Offering 265\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eReasons to Go Public 265\u003c\/p\u003e \u003cp\u003eReasons Not to Go Public 266\u003c\/p\u003e \u003cp\u003eCost of an IPO 268\u003c\/p\u003e \u003cp\u003ePreparing for the IPO 269\u003c\/p\u003e \u003cp\u003eFinding an Underwriter 271\u003c\/p\u003e \u003cp\u003eRegistering for and Completing the IPO 274\u003c\/p\u003e \u003cp\u003eAlternatives for Selling Securities 277\u003c\/p\u003e \u003cp\u003eTrading on an Exchange 279\u003c\/p\u003e \u003cp\u003eAmerican Stock Exchange 280\u003c\/p\u003e \u003cp\u003eOverview of the NASDAQ 282\u003c\/p\u003e \u003cp\u003eNew York Stock Exchange 283\u003c\/p\u003e \u003cp\u003eComparing the Stock Exchanges 285\u003c\/p\u003e \u003cp\u003eOver-the-Counter Stocks 287\u003c\/p\u003e \u003cp\u003eSummary 287\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 16: Reports to the Securities and Exchange Commission 288\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eOverview 288\u003c\/p\u003e \u003cp\u003eForm 8-K 289\u003c\/p\u003e \u003cp\u003eForm 10-Q and Form 10-K 294\u003c\/p\u003e \u003cp\u003eForm S-1 297\u003c\/p\u003e \u003cp\u003eForm S-3 299\u003c\/p\u003e \u003cp\u003eForm S-8 300\u003c\/p\u003e \u003cp\u003eShelf Registration 300\u003c\/p\u003e \u003cp\u003eDeclaring a Registration Statement Effective 301\u003c\/p\u003e \u003cp\u003eReporting Insider Securities Ownership and Trading 302\u003c\/p\u003e \u003cp\u003eEDGAR Filing System 306\u003c\/p\u003e \u003cp\u003eFedwire Payments 308\u003c\/p\u003e \u003cp\u003eSummary 310\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 17: Investment Community 311\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 311\u003c\/p\u003e \u003cp\u003eAnalyst’s Perspective 311\u003c\/p\u003e \u003cp\u003eFinding the Right Analyst 313\u003c\/p\u003e \u003cp\u003eSell Side: Analysts 314\u003c\/p\u003e \u003cp\u003eNegative Analyst Report 316\u003c\/p\u003e \u003cp\u003eSell Side: Brokers 316\u003c\/p\u003e \u003cp\u003eSell Side: Investment Bankers 318\u003c\/p\u003e \u003cp\u003eSell Side: Investor Relations Specialists 318\u003c\/p\u003e \u003cp\u003eBuy Side: Types of Investors 319\u003c\/p\u003e \u003cp\u003eBuy Side: Institutional Investors 319\u003c\/p\u003e \u003cp\u003eBuy Side: Individual Investors 321\u003c\/p\u003e \u003cp\u003eBuy Side: Presentations to Investors 323\u003c\/p\u003e \u003cp\u003eSummary 323\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 18: Taking a Company Private 325\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eGoing Private Transaction 325\u003c\/p\u003e \u003cp\u003eRule 13e-3 325\u003c\/p\u003e \u003cp\u003eFilling Out Schedule 13E-3 326\u003c\/p\u003e \u003cp\u003e300-Shareholder Limit 329\u003c\/p\u003e \u003cp\u003eForm 15 330\u003c\/p\u003e \u003cp\u003eSummary 330\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart Six: Management\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 19: Risk Management—General Concepts 333\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eRisk Management Policies 334\u003c\/p\u003e \u003cp\u003eRisk Management Planning 335\u003c\/p\u003e \u003cp\u003eManager of Risk Management 337\u003c\/p\u003e \u003cp\u003eRisk Management Procedures 338\u003c\/p\u003e \u003cp\u003eTypes of Insurance Companies 341\u003c\/p\u003e \u003cp\u003eEvaluating the Health of an Insurance Carrier 343\u003c\/p\u003e \u003cp\u003eClaims Administration 344\u003c\/p\u003e \u003cp\u003eInsurance Files 345\u003c\/p\u003e \u003cp\u003eAnnual Risk Management Report 346\u003c\/p\u003e \u003cp\u003eSummary 347\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 20: Risk Management: Foreign Exchange 348\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eForeign Exchange Quote Terminology 348\u003c\/p\u003e \u003cp\u003eNature of Foreign Exchange Risk 349\u003c\/p\u003e \u003cp\u003eData Collection for Foreign Exchange Risk Management 350\u003c\/p\u003e \u003cp\u003eForeign Exchange Hedging Strategies 351\u003c\/p\u003e \u003cp\u003eAccept the Risk 352\u003c\/p\u003e \u003cp\u003eInsist on Home Currency Payment 352\u003c\/p\u003e \u003cp\u003eCurrency Surcharges 353\u003c\/p\u003e \u003cp\u003eGet Paid on Time 353\u003c\/p\u003e \u003cp\u003eForeign Currency Loans 353\u003c\/p\u003e \u003cp\u003eSourcing Changes 353\u003c\/p\u003e \u003cp\u003eForeign Currency Accounts 354\u003c\/p\u003e \u003cp\u003eUnilateral, Bilateral, and Multilateral Netting Arrangements 354\u003c\/p\u003e \u003cp\u003eForward Exchange Contracts 355\u003c\/p\u003e \u003cp\u003eCurrency Futures 357\u003c\/p\u003e \u003cp\u003eCurrency Options 358\u003c\/p\u003e \u003cp\u003eCurrency Swaps 360\u003c\/p\u003e \u003cp\u003eProxy Hedging 362\u003c\/p\u003e \u003cp\u003eSummary 362\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 21: Outsourcing the Accounting and Finance Functions 363\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eAdvantages and Disadvantages of Outsourcing 363\u003c\/p\u003e \u003cp\u003eContractual Issues 368\u003c\/p\u003e \u003cp\u003eTransition Issues 370\u003c\/p\u003e \u003cp\u003eControlling Supplier Performance 372\u003c\/p\u003e \u003cp\u003eMeasuring Outsourced Activities 373\u003c\/p\u003e \u003cp\u003eManaging Suppliers 379\u003c\/p\u003e \u003cp\u003eDropping Suppliers 379\u003c\/p\u003e \u003cp\u003eSummary 381\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 22: Mergers and Acquisitions 382\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eEvaluating Acquisition Targets 382\u003c\/p\u003e \u003cp\u003eComplexity Analysis 400\u003c\/p\u003e \u003cp\u003eEvaluate Acquisition Targets with Alliances 401\u003c\/p\u003e \u003cp\u003eValuing an Acquisition Target 402\u003c\/p\u003e \u003cp\u003eAlternative Valuation Methods 402\u003c\/p\u003e \u003cp\u003eControl Premium 406\u003c\/p\u003e \u003cp\u003eSynergy Gains 406\u003c\/p\u003e \u003cp\u003eDiscounted Cash Flow (DCF) Model 407\u003c\/p\u003e \u003cp\u003eConstructing Cash Flow Scenarios 409\u003c\/p\u003e \u003cp\u003eCash Flow Adjusting Factors 410\u003c\/p\u003e \u003cp\u003eEarnout 412\u003c\/p\u003e \u003cp\u003eQualitative Factors 413\u003c\/p\u003e \u003cp\u003eWhich Valuation Method Is Best? 414\u003c\/p\u003e \u003cp\u003eMethod of Payment 415\u003c\/p\u003e \u003cp\u003eTypes of Acquisitions 416\u003c\/p\u003e \u003cp\u003eTax Implications of an Acquisition 416\u003c\/p\u003e \u003cp\u003eAsset Acquisition 418\u003c\/p\u003e \u003cp\u003eType ‘‘A’’ Reorganization 419\u003c\/p\u003e \u003cp\u003eType ‘‘B’’ Reorganization 420\u003c\/p\u003e \u003cp\u003eType ‘‘C’’ Reorganization 421\u003c\/p\u003e \u003cp\u003eType ‘‘D’’ Reorganization 422\u003c\/p\u003e \u003cp\u003eTriangular Merger 423\u003c\/p\u003e \u003cp\u003eReverse Triangular Merger 423\u003c\/p\u003e \u003cp\u003eTerms of the Acquisition Agreement 424\u003c\/p\u003e \u003cp\u003eWhen to Use an Investment Banker 424\u003c\/p\u003e \u003cp\u003eSummary 425\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart Seven: Other Topics\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 23: Employee Compensation 429\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eDeferred Compensation 429\u003c\/p\u003e \u003cp\u003eLife Insurance 431\u003c\/p\u003e \u003cp\u003eStock Appreciation Rights 432\u003c\/p\u003e \u003cp\u003eStock Options 432\u003c\/p\u003e \u003cp\u003eRestricted Stock Units 435\u003c\/p\u003e \u003cp\u003eBonus Sliding Scale 435\u003c\/p\u003e \u003cp\u003eCut Benefit Costs with a Captive Insurance Company 436\u003c\/p\u003e \u003cp\u003eSummary 436\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 24: BANKRUPTCY 437\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eApplicable Bankruptcy Laws 437\u003c\/p\u003e \u003cp\u003ePlayers in the Bankruptcy Drama 438\u003c\/p\u003e \u003cp\u003eCreditor and Shareholder Payment Priorities 439\u003c\/p\u003e \u003cp\u003eBankruptcy Sequence of Events 440\u003c\/p\u003e \u003cp\u003eTax Liabilities in a Bankruptcy 446\u003c\/p\u003e \u003cp\u003eSpecial Bankruptcy Rules 447\u003c\/p\u003e \u003cp\u003eBankruptcy Act of 2005 448\u003c\/p\u003e \u003cp\u003eAlternatives to Bankruptcy 448\u003c\/p\u003e \u003cp\u003eSummary 449\u003c\/p\u003e \u003cp\u003eAppendix A: New CFO Checklist 451\u003c\/p\u003e \u003cp\u003eAppendix B: Performance Measurement Checklist 456\u003c\/p\u003e \u003cp\u003eAppendix C: Due Diligence Checklist 465\u003c\/p\u003e \u003cp\u003eAbout the Author 474\u003c\/p\u003e \u003cp\u003eIndex 477\u003c\/p\u003e \u003cp\u003e\u003cb\u003eSTEVEN M. BRAGG, CPA, \u003c\/b\u003ehas been the chief financial officer or controller of four companies, as well as a consulting manager at Ernst \u0026amp; Young and auditor at Deloitte. He is the author of over forty books primarily targeted toward controllers and their needs. He received a master’s degree in finance from Bentley College, an MBA from Babson College, and a bachelor’s degree in economics from the University of Maine. He is also the author of \u003ci\u003eAccounting Best Practices\u003c\/i\u003e and \u003ci\u003eWiley GAAP,\u003c\/i\u003e both published by Wiley.\u003c\/p\u003e  \u003cp\u003eYears ago, CEOs were satisfied with finance chiefs who could manage Wall Street analysts, implement financial controls, manage initial public offerings (IPOs), and communicate with the board of directors—in short, CFOs who possessed strong financial skills. That business environment has changed dramatically—CFOs are now called on to fill a multitude of roles, including business partner, strategic visionary, communicator, confidant, and creator of value.\u003c\/p\u003e \u003cp\u003eNow in a third edition, \u003ci\u003eThe New CFO Financial Leadership Manual\u003c\/i\u003e is the blueprint for today’s CFO, filled with the best practices to help CFOs improve efficiency, mitigate risks, and keep their organizations competitive. \u003c\/p\u003e\u003cp\u003eThe\u003ci\u003e Third Edition\u003c\/i\u003e is thoroughly updated and includes: \u003c\/p\u003e\u003cul\u003e\n\u003cli\u003e Updated information on registration statements and Fedwire payments, acquisitions integration, types of acquisitions, and government regulations, as well as the relationship of the CFO with the Treasurer\u003c\/li\u003e \u003cli\u003e New chapters on investor relations and risk management for foreign exchange and interest rates\u003c\/li\u003e\n\u003c\/ul\u003e \u003cp\u003eA powerful companion guide, \u003ci\u003eThe New CFO Financial Leadership Manual \u003c\/i\u003eincludes helpful tools such as an itemized list of the key tasks that a new CFO should complete when first entering the position as well as a checklist of performance measures. \u003c\/p\u003e\u003cp\u003eEssential topics are covered—from how to increase the company’s return on assets to knowing which information technologies to install for a certain type of business—equipping CFOs with a thorough overview of their place in the corporation. In addition, measurement and control systems, financial analysis tools, funding sources, and management improvement tips are included to help provide the greatest possible value to the company.\u003c\/p\u003e","brand":"Wiley","offers":[{"title":"Default Title","offer_id":47990295331045,"sku":"NP9780470882566","price":131.0,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9780470882566.jpg?v=1761787243","url":"https:\/\/k12savings.com\/products\/the-new-cfo-financial-leadership-manual-isbn-9780470882566","provider":"K12savings","version":"1.0","type":"link"}