Commercial Awareness and Business Decision Making Skills | by Paul Rodgers | ISBN: 9780750683845. Corporate Survival Guide. The Managers’ Analytical Toolkit. Key Investment decision. Valuing Intangible Assets. Company Financing Sources.
Commercial Awareness and Business Decision Making Skills
by Paul Rodgers
ISBN:9780750683845
An invaluable springboard to those starting out in the world of accountancy, this book will help you to understand the wealth of information contained within financial documents so you can “talk the talk” with others in the business.
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Commercial Awareness and Business Decision-Making Skills
Introduction to the Book
Chapter 1 – Why do Financial Statements Exist?
The expectation gap – do not believe first impressions
The division of ownership and hands-on management
Management accounts vs. financial statements
The stakeholder concept
The owner-managed business
So much more than numbers
The things every manager must know
Chapter 2 – How are Commercial Transactions Captured?
The corporate paper trail
Capturing the data
The accounting equation
The things every manager must know
Chapter 3 – The Balance Sheet: A Freeze Frame & The Concept of Articulation Using the Profit and Loss Account
Linking the separate legal entity concept to the balance sheet
The purpose of the balance sheet
The purpose of the profit and loss account (also referred to as the income statement)
The point of articulation
The real world
The things every manager must know
Chapter 4 – A Brief Look at the Accountants’ Phrase Book
Understanding the label
Debits and credits
Confusion arising from day-to-day usage
Mr Big Ltd revisted
The things every manager must know
Chapter 5 – Cash and Corporate Survival
Making pro?t does not mean you can pay the bills
Cash accounting vs. accruals accounting
Accruals and prepayments
Satisfying the needs of stakeholders who want to know about both pro?t and cash
Formalizing cash Flow presentation
The things every manager must know
Chapter 6 – The Impact of International Harmonization
The concept of a single GAAP
What is the timetable for change?
Presentational differences
The things every manager must know
Chapter 7 – The Managers’ Analytical Toolkit
The lull before the storm
Commercial knowledge
Qualitative skills
Quantitative measures
The things every manager must know
Chapter 8 – The Application of Knowledge
A basic approach to interpreting the numbers
Operational issues
Do not ignore the obvious
Case study
The things every manager must know
Chapter 9 – Investor Analysis
The investment decision and why it matters
Earnings per share
The price–earnings ratio
Dividend yields
Other useful indicators
The things every manager must know
Chapter 10 – Cash Ratios
The ability to pay
The cash recovery rate
Cash return on capital employed
Cash interest cover
Cash dividend cover
Looking beyond the financial pages
The things every manager must know
Chapter 11 – Getting to Grips with Accounting Choice
Why choice matters
The origin of choice
What has this business done?
The things every manager must know
Chapter 12 – Tangible Fixed Assets
What constitutes a tangible fixed asset?
Fixed or not?
Identifying cost
The concept of depreciation
Depreciation mechanics
Depreciation – further choice
Depreciation ratios
Revaluation
The mechanics of revaluation
Historic cost vs. current cost
Impairment – taking bad news on the chin
Capitalization vs. expensing
The costs of financing construction
The things every manager must know
Chapter 13 – Hidden Value – Intangible Assets
What constitutes an intangible asset?
Goodwill
Negative goodwill
Research and development
Other intangibles
The things every manager must know
Chapter 14 – An Introduction to Investments
Parent company vs. group
What constitutes an investment?
The things every manager must know
Chapter 15 – Leasing and the Concept of Commercial Substance Prevailing over Legal form
Why choose to lease an asset?
The concept of commercial substance prevailing over legal form
Differentiating operating and finance leases
The transfer of risks and rewards
Accounting consequences of the lease decision
Analytical consequences of the lease decision
Off-balance-sheet finance
The things every manager must know
Chapter 16 – Current Assets
A quick recap
Stock valuation and its impact on financial indicators
Long-term contracts – an overview
Trade and other debtors
Bank and cash
The things every manager must know
Chapter 17 – Current Liabilities
Beyond the trade creditor/payable
Other creditors/payables
UK corporate taxation – a snapshot
What is deferred income?
Long-term contracts revisited
Have the days of big bath provisions really died?
The future of provisioning – a technical moment
Financial instruments – a warning shot
The things every manager must know
Chapter 18 – Company Financing
Debt vs. equity
Preference share capital
So much more than a loan
Welcome to the new world of financial instruments
Are the new rules necessary?
Convertible debt
The things every manager must know
Chapter 19 – Further Clues about the Future of the Business
Contingencies
Post-balance-sheet events
Capital commitments
Multi-year analysis
Segmental analysis
The things every manager must know
Chapter 20 – Things You Always Wanted to Know But Were Afraid to Ask
Related parties
Deferred taxation and associated tax issues
The things every manager must know
Chapter 21 – Group Financial Statements – The Basics
Problems associated with the veil of incorporation
Commercial substance prevails again
Gaining control
In?uence only
The things every manager must know
Chapter 22 – Putting your Skills to Use
The financial guru is born!
A systematic approach
The things every manager must know
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