000			02037pam a2200289 a 4500
003			OSt
005			20180606172910.0
008			140223b2006 xxu||||| |||| 00| 0 eng d
010			_a2012039043
020			_a9781591397649
040			_cIIMU
082	0	4	_a658.1511 _222
100			_aBerman, Karen
245			_aFinancial Intelligence : _ba manager's guide to knowing what the numbers really mean / _c Karen Berman, Joe Knight with John Case.
250			_a1st ed.
260			_aBoston, Mass. _c2006 _bHarvard Business Review
300			_axiv, 257 p. : _bill. ; _c25 cm.
505			_aYou can't always trust the numbers -- Spotting assumptions, estimates, and biases -- Why increase your financial intelligence? -- Profit is an estimate -- Cracking the code of the income statement -- Revenue : the issue is recognition -- Costs and expenses : no hard and fast rules -- The many forms of profit -- Understanding balance-sheet basics -- Assets : more estimates and assumptions (except for cash) -- On the other side : liabilities and equity -- Why the balance sheet balances -- The income statement affects the balance sheet -- Cash is a reality check -- Profit? : cash (and you need both) -- The language of cash flow -- How cash connects with everything else -- Why cash matters -- The power of ratios -- Profitability ratios : the higher the better -- Leverage ratios : the balancing act -- Liquidity ratios : can we pay our bills? -- Efficiency ratios : making the most of your assets -- The building blocks of roi -- Figuring roi : the nitty gritty -- The magic of managing the balance sheet -- Your balance sheet levers -- Homing in on cash conversion -- Financial literacy and corporate performance -- Financial literacy strategies -- Financial transparency : our ultimate goal.
650		0	_aFinance
650		0	_aFinancial statements.
650		0	_aCash management.
650		0	_aCorporations _xFinance.
700	1		_aKnight, Joe, _d1963-
700	1		_a Case, John, _d1944-
906			_a22.658.15
942			_2ddc _cM
999			_c9682 _d9682