Describing financial information, as the nervous system of any business…the authors bemoan the fact that for too long, a relative handful of people in each company were the only ones who understood what the financial data meant. Well-presented.
Describing financial information, as the nervous system of any business…the authors bemoan the fact that for too long, a relative handful of people in each company were the only ones who understood what the financial data meant. Well-presented.
Berman and Knight give special attention to cash because managers tend to ignore it. But managers affect cash in many ways, from sales managers who get customers to pay bills on time, to plant managers who order extra equipment just to have it on hand ‘in case,’ to credit managers who give credit too easily or who withhold it too readily.
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