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LEADER 03312cam a22004574a 4500

001 ocm61461651;

003 OCoLC;

005 20141211192318.0;

008 050831s2006 maua 001 0 eng ;

010 a| 2005025556;

020 a| 1591397642 (hardcover : alk. paper);

020 a| 9781591397649 (hardcover : alk. paper);

029 1 a| NLGGCb| 28741681X;

029 1 a| YDXCPb| 2217075;

035 a| (Sirsi) o61461651;

035 a| (OCoLC)61461651;

042 a| pcc;

049 a| EREE;

050 00 a| HG4028.B2b| B422 2006;

082 00 a| 658.15/112| 22;

100 1 a| Berman, Karen,d| 1962-=| ^A701724;

245 10 a| Financial intelligence :b| a manager's guide to knowing what the numbers really mean /c| Karen Berman and Joe Knight ; with John Case.;

300 a| xiv, 257 pages :b| illustrations ;c| 25 cm;

336 a| text2| rdacontent;

337 a| unmediated2| rdamedia;

338 a| volume2| rdacarrier;

500 a| Includes index.;

505 0 a| I: The art of finance (and why it matters) -- You can't always trust the numbers -- Spotting assumptions, estimates, and biases -- Why increase your financial intelligence? -- II: The (many) peculiarities of the income statement -- Profit is an estimate -- Cracking the code of the income statement -- Revenue: the issue is recognition -- Costs and expenses: no hard and fast rules -- The many forms of profit -- III: The balance sheet reveals the most -- Understanding balance-sheet basics -- Assets: more estimates and assumptions (except for cash) -- On the other side: liabilities and equity -- Why the balance sheet balances -- The income statement affects the balance sheet -- IV: Cash is king -- Cash is a reality check -- Profit?: cash (and you need both) -- The language of cash flow -- How cash connects with everything else -- Why cash matters -- V: Ratios: learning what the numbers are really telling you -- The power of ratios -- Profitability ratios: the higher the better -- Leverage ratios: the balancing act -- Liquidity ratios: can we pay our bills? -- Efficiency ratios: making the most of your assets -- VI: How to calculate (and really understand) return on investment -- The building blocks of ROI -- Figuring ROI: the nitty gritty -- VII: Applied financial intelligence: working capital management -- The magic of managing the balance sheet -- Your balance sheet levers -- Homing in on cash conversion -- VIII: Creating a financially intelligent department (and organization) -- Financial literacy and corporate performance -- Financial literacy strategies -- Financial transparency: our ultimate goal.;

650 0 a| Financial statements.=| ^A20211;

650 0 a| Cash management.=| ^A108383;

650 0 a| Corporationsx| Finance.=| ^A15883;

700 1 a| Knight, Joe,d| 1963-=| ^A701725;

700 1 a| Case, John,d| 1944-=| ^A112421;

856 41 3| Table of contentsu| http://www.loc.gov/catdir/toc/ecip0518/2005025556.html;

994 a| C0b| ERE;

590 a| Little-351043--305131037372Z;

596 a| 1 2;

998 a| 1059821;

999 a| HG4028.B2 B422 2006w| LCc| 1i| 30372014244815d| 4/16/2025e| 3/3/2025f| 3/17/2009g| 1l| JGESm| JOYNERn| 7p| $24.95r| Ys| Yt| JGESBKu| 10/25/2006x| BOOKz| JSTACKSo| .STAFF. 0;

Financial intelligence : a manager's guide to knowing what the numbers really mean / Karen Berman and Joe Knight ; with John Case.

Author/creator	Berman, Karen, 1962-
Other author	Knight, Joe, 1963-
Other author	Case, John, 1944-
Format	Book
Publication Info	Boston : Harvard Business School Press, ©2006.
Description	xiv, 257 pages : illustrations ; 25 cm
Supplemental Content	Table of contents
Subjects	Financial statements. Cash management. Corporations--Finance.

Contents	I: The art of finance (and why it matters) -- You can't always trust the numbers -- Spotting assumptions, estimates, and biases -- Why increase your financial intelligence? -- II: The (many) peculiarities of the income statement -- Profit is an estimate -- Cracking the code of the income statement -- Revenue: the issue is recognition -- Costs and expenses: no hard and fast rules -- The many forms of profit -- III: The balance sheet reveals the most -- Understanding balance-sheet basics -- Assets: more estimates and assumptions (except for cash) -- On the other side: liabilities and equity -- Why the balance sheet balances -- The income statement affects the balance sheet -- IV: Cash is king -- Cash is a reality check -- Profit?: cash (and you need both) -- The language of cash flow -- How cash connects with everything else -- Why cash matters -- V: Ratios: learning what the numbers are really telling you -- The power of ratios -- Profitability ratios: the higher the better -- Leverage ratios: the balancing act -- Liquidity ratios: can we pay our bills? -- Efficiency ratios: making the most of your assets -- VI: How to calculate (and really understand) return on investment -- The building blocks of ROI -- Figuring ROI: the nitty gritty -- VII: Applied financial intelligence: working capital management -- The magic of managing the balance sheet -- Your balance sheet levers -- Homing in on cash conversion -- VIII: Creating a financially intelligent department (and organization) -- Financial literacy and corporate performance -- Financial literacy strategies -- Financial transparency: our ultimate goal.
Local note	Little-351043--305131037372Z
General note	Includes index.
LCCN	2005025556
ISBN	1591397642 (hardcover : alk. paper)
ISBN	9781591397649 (hardcover : alk. paper)

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Library	Location	Call Number	Status	Item Actions
Joyner	General Stacks	HG4028.B2 B422 2006	✔ Available	Place Hold

Financial intelligence : a manager's guide to knowing what the numbers really mean / Karen Berman and Joe Knight ; with John Case.

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