Description
Book SynopsisClive Marsh has worked for Capgemini, Ernst & Young, IBM UK, Shell and several niche consultancies, and is a member of the Chartered Banker Institute's academic team. He has a Masters Degree in Strategic Financial Management, is a Chartered Banker and Fellow of the Chartered Banker Institute, an Associate Chartered Accountant of the New Zealand Institute of Chartered Accountants and a Fellow of the Chartered Management Institute. A regular contributor to financial and business journals, Clive is the author of a number of books, including
Financial Management for Non-Financial Managers (also published by Kogan Page).
Trade Review"An excellent book that explains how to visualise and create pertinent and accurate business models within the current economic context. Clive has drawn a straight line from visual thinking and defining the critical questions through to creating useful and relevant financial business models." * Nikki Cole, Council Member, Brunel University *
"A highly valuable, totally practical and fully integrated toolkit that makes essential reading for anyone looking to negotiate the turbulent economic climate... If you want to be guided in using business models to underpin practical strategies to develop all aspects of your business then you need look no further than this great book!" * Phil Ryan, MD, The Management Centre, Bangor Business School *
"Clive Marsh's book demonstrates that he is a practitioner of the art of Financial Management not just an academic. It is a splendid introduction to the subject with lots of good examples which are easy to grasp and apply. It should improve the strategic financial understanding of managers of companies large and small. It deserves to be widely read." * Angus Cater, Chairman, SFS Group Limited *
Table of Contents
- Chapter - 00: Introduction;
- Chapter - 01: Stages in the development of a business and financial model;
- Chapter - 02: Developing the research question and output definition;
- Chapter - 03: Visual thinking to develop fundamental questions;
- Chapter - 04: Input definition;
- Chapter - 05: Scenario identification;
- Chapter - 06: Building a simple model;
- Chapter - 07: Using charts;
- Chapter - 08: Modelling budgets;
- Chapter - 09: Sales budgets;
- Chapter - 10: Production – material, labour and direct overhead budgets;
- Chapter - 11: Fixed assets and depreciation;
- Chapter - 12: Managing and modelling cash flow and working capital;
- Chapter - 13: Investment appraisal models;
- Chapter - 14: The cost of capital;
- Chapter - 15: Business valuation models;
- Chapter - 16: Performance indicators;
- Chapter - 17: Modelling the company balance sheet, P&L and ratio analysis;
- Chapter - 18: Financial functions;
- Chapter - 19: Building a business model;
- Chapter - 20: Modelling projects;
- Chapter - 21: Integration, complexity and business models;
- Chapter - 22: Business models for the green economy
