Financial Literacy for Managers: Finance and Accounting for Better Decision-Making
The language of business
In order to understand how your business is performing right now and to evaluate, assess, and devise new strategies to boost future performance, you need information. Financial statements are a critical source of the information you need.
In direct and simple terms, Richard A. Lambert, Miller-Sherrerd Professor of Accounting at the Wharton School of the University of Pennsylvania, demystifies financial statements and concepts and shows you how you can apply this information to make better business decisions for long-term profit. You will learn to use and interpret financial data; find out what we can learn from Pepsi, Krispy Kreme, General Motors, and other companies; learn how to evaluate investment strategies; and apply your financial know-how to develop a coherent business strategy.
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Accent Inc accounting and finance accounting rules Accounts Receivable acquired allocate amount analysis annuity asset account balance sheet balance sheet equation benchmark benefits calculate cash flow statement cash from operations chapter company’s contribution margin cost of capital credit sales customers debt holders discount rate discounted cash flow dividends dollar of sales estimate example expected financial statements Firm B’s firm’s fixed costs future cash flows Gross Margin growth higher impact important income number income statement increase interest expense interest rate inventory Krispy Kreme’s leverage Liabilities LIFO line items look managers measure numbers Owners paid PepsiCo performance period present value Pretax profit margin rate of return recognized Retained Earnings return on assets risk sales price sales revenue sell SG&A shareholders solar panels sold spreadsheet strategy Tiffany’s Toll Brothers transactions and events turnover ratio understand unit volume WACC Walmart we’ll Wharton year’s