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06817nam a2200865 4500 |
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ocn794488190 |
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OCoLC |
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20170124071353.2 |
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|a MAIN
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| 100 |
1 |
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|a Nolop, Bruce,
|d 1950-
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| 245 |
1 |
4 |
|a The essential CFO :
|b a corporate finance playbook /
|c Bruce Nolop.
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| 264 |
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1 |
|a Hoboken, N.J. :
|b John Wiley & Sons,
|c 2012.
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| 300 |
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|a 1 online resource (xxvii, 349 pages).
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| 336 |
|
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|a text
|b txt
|2 rdacontent
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| 337 |
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|a computer
|b c
|2 rdamedia
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| 338 |
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|a online resource
|b cr
|2 rdacarrier
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| 347 |
|
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|a data file
|2 rda
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| 490 |
1 |
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|a Wiley corporate F & A
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| 504 |
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|a Includes bibliographical references and index.
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| 505 |
0 |
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|a The Essential CFO; Contents; Introduction; PART I: STRATEGY; Chapter 1: Articulating a Strategic Plan; Business Objectives; Strategic Themes; Long-Term Financial Model; Total Shareholder Return; Capital Allocation Strategies; Acquisition Strategies; Target Shareholders; Elevator Pitch; Plan Revisions; Chapter 2: Communicating and Achieving Alignment; Consistency and Transparency; Incentive Compensation Programs; Investor Alignment; Analyst Relations; Investor Presentations; Company Website; Social Media; Media Relations; Potential Media Pitfalls; Coordinating Communications; Interview Formats.
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| 505 |
8 |
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|a Media TrainingNote; Chapter 3: Assessing Enterprise Risks; Enterprise Risk Management; Implementation of ERM; Risk Identification; Risk Quantification; Major Exposures; Mitigation Strategies; Rewarded versus Unrewarded Risks; Governance of ERM; CFO's Role in ERM; PART II: CAPITAL ALLOCATIONS; Chapter 4: Estimating the Cost of Capital; WACC Formula; Hurdle Rates; Risk Premiums; Acquisition Cost of Capital; Chapter 5: Prioritizing Capital Investments; Cash Flow Projections; Investment Budget; Evaluating Projects; Categorizing Projects; Monitoring Projects; Pension Fund Contributions.
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| 505 |
8 |
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|a Chapter 6: Considering Dividends and RepurchasesDividend Policy Alternatives; Dividend Policy Considerations; Special Dividends; Dividend Declarations; Repurchase Considerations; Open Market Programs; Tender Offers; Retaining Strategic Cash; Cash Investment Policies; PART III: MERGERS AND ACQUISITIONS; Chapter 7: Identifying Acquisition Candidates; Rationale for Acquisitions; Adjacent Spaces; Portfolio Approach; Business Sponsor; Patience and Flexibility; Strategic Purpose; Types of Acquisitions; Note; Chapter 8: Evaluating Acquisition Candidates; Valuation Methodologies.
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| 505 |
8 |
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|a Standalone and Synergy ValuesPro Forma Analyses; Acquirer's Stock Valuation; Risk Considerations; Chapter 9: Executing a Merger or Acquisition; Due Diligence; Business Plan; Financial Projections; Financing Plan; Price Negotiations; Contract Terms; Acquisition Integration; Note; Chapter 10: Executing Divestitures and Spinoffs; Divestiture Evaluations; Hiring Investment Bankers; Auction or Negotiated; Stock or Assets; Financing Conditions; Management Participation; Tax-Free Spinoffs; Split-Ups; Equity Carve-Outs; Chapter 11: Responding to Takeover Offers; Governance Policies.
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| 505 |
8 |
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|a Reviewing an OfferConducting a Sale Process; Activist Shareholders; Going Private Transactions; PART IV: FUNDING; Chapter 12: Establishing Capital Structure Objectives; Leverage Targets; Leverage Criteria; Rating Agencies; Ratings Categories; Rating Agency Dialogues; Ratings Criteria; Informing Investors; Note; Chapter 13: Developing Financing Strategies; Financing Principles; Debt Financing; Equity Financing; Off Balance Sheet Financing; Debt Covenants; Debt Refinancings; Debt for Equity Swaps; Bankruptcy; Chapter 14: Ensuring Short-Term Liquidity; Bank Lines; Cash Planning.
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| 520 |
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|a Discover the power of the CFO's role in delivering shareholder valueDuring the past decade, the CFO role has expanded dramatically in its breadth, complexity, and criticality. Filled with proven strategies, best practices, and keen insights, The Essential CFO describes how today's CFOs are responding to their expanded roles within both public and private companies. With straightforward and pragmatic guidance, author Bruce Nolop shows how CFOs are partnering with CEOs to deliver shareholder value by articulating a strategic plan, determining capital allocations, managing the capital structure.
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| 650 |
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0 |
|a Chief financial officers.
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| 650 |
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0 |
|a Corporations
|x Finance
|x Management.
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| 650 |
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4 |
|a BUSINESS & ECONOMICS
|x Accounting
|x Managerial.
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| 650 |
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4 |
|a Business.
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| 650 |
|
7 |
|a BUSINESS & ECONOMICS
|x Corporate Finance.
|2 bisacsh
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| 650 |
|
7 |
|a BUSINESS & ECONOMICS
|x Finance.
|2 bisacsh
|
| 650 |
|
7 |
|a Chief financial officers.
|2 fast
|0 (OCoLC)fst00854189
|
| 650 |
|
7 |
|a Corporations
|x Finance
|x Management.
|2 fast
|0 (OCoLC)fst00879858
|
| 655 |
|
4 |
|a Electronic books.
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| 776 |
0 |
8 |
|i Print version:
|a Nolop, Bruce, 1950-
|t Essential CFO.
|d Hoboken, N.J. : John Wiley & Sons, 2012
|w (DLC) 2011048566
|
| 830 |
|
0 |
|a Wiley corporate F & A.
|
| 856 |
4 |
0 |
|u https://doi.org/10.1002/9781119205036
|z Full Text via HEAL-Link
|
| 994 |
|
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|a 92
|b DG1
|
