LEADER 05636nam 2200769Ia 450 001 9910141294003321 005 20220518005929.0 010 $a1-119-20503-4 010 $a1-280-58947-7 010 $a9786613619303 010 $a1-118-22689-5 035 $a(CKB)2670000000167340 035 $a(EBL)837591 035 $a(OCoLC)782877222 035 $a(SSID)ssj0000662139 035 $a(PQKBManifestationID)11378027 035 $a(PQKBTitleCode)TC0000662139 035 $a(PQKBWorkID)10712593 035 $a(PQKB)10194504 035 $a(WaSeSS)IndRDA00116303 035 $a(Au-PeEL)EBL837591 035 $a(CaPaEBR)ebr10546568 035 $a(CaONFJC)MIL361930 035 $a(OCoLC)794488190 035 $a(CaSebORM)9781118240038 035 $a(MiAaPQ)EBC837591 035 $a(OCoLC)852501852 035 $a(OCoLC)ocn852501852 035 $a(EXLCZ)992670000000167340 100 $a20111123d2012 uy 0 101 0 $aeng 135 $aurunu||||| 181 $ctxt 182 $cc 183 $acr 200 14$aThe essential CFO $ea corporate finance playbook /$fBruce Nolop 205 $a1st edition 210 $aHoboken, N.J. $cJohn Wiley & Sons, Inc.$d2012 215 $a1 online resource (381 p.) 225 1 $aWiley corporate F&A 300 $aIncludes index. 311 $a1-118-24003-0 311 $a1-118-17304-X 320 $aIncludes bibliographical references and index. 327 $aThe 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 327 $aMedia Training Note; 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 327 $aChapter 6: Considering Dividends and Repurchases Dividend 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 327 $aStandalone and Synergy Values Pro 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 327 $aReviewing an Offer Conducting 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 Refinancing; Debt for Equity Swaps; Bankruptcy; Chapter 14: Ensuring Short-Term Liquidity; Bank Lines; Cash Planning 327 $aContingency Planning 330 $aDiscover the power of the CFO's role in delivering shareholder value During the past decade, the CFO role has expanded dramatically in its breadth, complexity, and criticality. Filled with proven strategies, best practices, and keen insights, The Essential CFO describes how today's CFOs are responding to their expanded roles within both public and private companies. With straightforward and pragmatic guidance, author Bruce Nolop shows how CFOs are partnering with CEOs to deliver shareholder value by articulating a strategic plan, determining capital allocations, managing 410 0$aWiley corporate F & A series. 517 3 $aEssential chief financial officers. 606 $aChief financial officers 606 $aCorporations$xFinance$xManagement 615 0$aChief financial officers. 615 0$aCorporations$xFinance$xManagement. 676 $a658.15 686 $aBUS001040$2bisacsh 700 $aNolop$b Bruce$f1950-$0882247 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910141294003321 996 $aThe essential CFO$91970593 997 $aUNINA