Items related to Forecasting Budgets : 25 Keys to Successful Planning...
Synopsis
Learn the 25 keys to the art of the budget in terms of forecasting costs, revenues and profits for short-term and long-term projections:
Key 1. Budget blues.
Key 2. Preparing the operating budget.
Key 3. Preparing the financial budget.
Key 4. Use budgets to plan and control. Use pro forma financial statements to measure and monitor value creation.
Key 5. The budget must consider cost behavior.
Key 6. Managers must be flexible. So must their budgets.
Key 7. The budget must consider revenue behavior.
Key 8. Profits are good. Liquidity is essential for survival.
Key 9. Determining the optimal cash balance.
Key 10. Part of planning and budgeting is setting standards.
Key 11. Selecting and using the best cost allocation methods.
Key 12. Un-sheath the budget ax.
Key 13. A firm's future depends, most of all, on the capital expenditure budget.
Key 14. What should a capital budget accomplish?
Key 15. Risk is as much a part of the capital budget as return.
Key 16. The "unsophisticated" rules are more useful than you might think.
Key 17. You can't budget without forecasts.
Key 18. Time series forecasting: the past as prologue.
Key 19. Regression: a straight line to better forecasting.
Key 20. Judgmental forecasting techniques: when numbers are not enough.
Key 21. Evaluating forecasting models: through the looking glass.
Key 22. Financial models: the black boxes of planning.
Key 23. Financial modeling: spreadsheets and add-ins.
Key 24. Financial modeling: more on spreadsheets and add-ins.
Key 25. Profit-making firms can learn from nonprofit organizations.
Forecasting Budgets is part of The New York Times Pocket MBA Series, a reference series easily accessible to all businesspersons, from first-level managers to the executive suite. The 12-volume series is written by Ph.D.s who teach in the finest graduate business programs in the country, and edited by business editors from The New York Times. The structure of each volume presents an unparalleled synopsis of crucial principles of specific areas of business expertise.
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About the Author
Norman Moore, Ph.D., is an Associate Professor of Finance at the University of Connecticut, Storrs. He has taught at the graduate, MBA, graduate EMBA and undergraduate levels, and has served as President and CEO of Systronics, Inc., where he oversaw design, development and implementation of accounting/financial information applications for stand-alone and timeshare computer systems.
Reviews
These two excellent, succinct titles are part of the 12-volume "The New York Times Pocket MBA" series designed as references easily accessible to business leaders, from front-line managers to the executive suite. In Forecasting Budgets, Moore (finance, Univ. of Connecticut, Storrs) presents 25 keys to preparing operating and financial budgets, including forecasting costs, building financial models, revenues and profits in the short and long term, and understanding costs and revenue behavior. The emphasis is on accounting and financial information applications, and narrator Grover Gardner keeps the pace brisk and the data interesting, in this otherwise dry material. In Going Global, Bergstrand (finance and business economics, Univ. of Notre Dame) presents 25 keys to doing business on a global scale. Items covered include thinking globally, understanding international markets, export and import logistics, taxes and duties, and foreign exchange risks. The emphasis is on understanding how to operate in diverse cultures, while successfully conducting transactions in very different ways. Narrator Jeff Woodman briskly covers this important material, which will appeal to any business involved in global markets. Both programs are highly recommended for university libraries supporting a business and finance curriculum. Dale Farris, Groves, TX
Copyright 2002 Reed Business Information, Inc.
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