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Beschreibung

Produktdetails

Einband

Taschenbuch

Erscheinungsdatum

12.07.2012

Verlag

Pearson Education Limited

Seitenzahl

208

Maße (L/B/H)

21,6/13,8/1,2 cm

Gewicht

366 g

Auflage

1

Sprache

Englisch

ISBN

978-0-273-76813-5

Beschreibung

Produktdetails

Einband

Taschenbuch

Erscheinungsdatum

12.07.2012

Verlag

Pearson Education Limited

Seitenzahl

208

Maße (L/B/H)

21,6/13,8/1,2 cm

Gewicht

366 g

Auflage

1

Sprache

Englisch

ISBN

978-0-273-76813-5

Herstelleradresse


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  • Produktbild: Financial Times Essential Guide to Budgeting and Forecasting, The

  • Contents

    About the author

    Acknowledgements

    Introduction

    Part 1 Preparing your budgets

    1 What is the budget for?

    Introduction

    The role of budgets – why do we have them?

    1 Meeting the organisation’s objectives

    2 Planning

    3 Monitoring and controlling

    4 Co-ordinating

    5 Evaluating performance

    6 Improving performance

    7 Motivating managers

    8 Management contract

    9 Communicating

    10 Providing a basis for authorising expenditure and delegating responsibility

    11 Identifying scarce resources

    12 Allocating resources

    13 Demonstrating and delivering good corporate governance

    Linking budgets to strategy and policy

    Budgets for special purposes

    Planning periods

    2 What is a forecast and how does it differ from a budget?

    What is the difference between a budget and a forecast?

    Benefits of forecasting ‘beyond the wall’

    Forecasts, projects and contracts

    Forecasting tools and techniques

    Sales forecasting

    Quantitative forecasting using Microsoft Excel

    Useful Excel tools

    Forecast frequency and automation

    Measuring and improving forecast accuracy

    Forecast financial statements

    New product sales forecasting

    Other factors to consider in sales forecasts

    3 Essential background financial skills for budgeting

    Cheaper is not always better: cost and value in budgeting

    Accruals, cash and commitment accounting and budgeting

    Understanding profit and loss account figures

    Review of accruals accounting

    Direct and indirect methods of producing cash flow accounting

    The balance sheet

    The master budget

    Costs

    Value analysis and value engineering

    Activity based costing (ABC)

    The breakeven model

    Cost structure

    Capital expenditure planning

    4 How should the budget be built?

    Introduction

    Building budgets

    Incremental budgeting

    Zero based budgeting

    Activity based budgeting

    Should budgets be top-down or bottom-up?

    Fixed v flexible budgets

    External comparison driven budgets

    VFM, outcome orientated and evidence based budgets

    The power of evidence in protecting budgets

    Good budgeting practice and ideas for constructing a budget

    Setting budgets for contingencies

    The challenge process

    Building budgets and performance measurement

    The budget game

    Presenting budgets

    5 How should cash be budgeted and controlled?

    Planning systems and cash flow forecasting

    Managing working capital – cash and risk

    Managing trade debtors (accounts receivable)

    Managing stock (inventory)

    Managing trade creditors (accounts payable)

    Cash flow in a business

    6 How should capital expenditure be budgeted for?

    What is capital expenditure?

    The payback rule

    NPV and DCF

    Capital rationing: profitability index

    Strategic fit and ‘roadmaps’

    Sensitivity analysis

    Risk

    Post-investment appraisal

    Long-term cash flow planning

    Asset rep