Unit 1 Introduction to Financial Accounting Learning Outcome After reading this unit, you will be able to: • Explain succinctly financial accounting concepts • Elucidate on different principles of financial accounting • Explicate the importance and scope of financial accounting • Understand Generally Accepted Accounting Principles(GAAP) • Identify limitations of Financial Accounting Time Required to Complete the unit 1. 2. 1st Reading: It will need 3 Hrs for reading a unit 2nd Reading
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Unit 1 Introduction to Financial Accounting Learning Outcome After reading this unit, you will be able to: • Explain succinctly financial accounting concepts • Elucidate on different principles of financial accounting • Explicate the importance and scope of financial accounting • Understand Generally Accepted Accounting Principles(GAAP) • Identify limitations of Financial Accounting Time Required to Complete the unit 1. 2. 1st Reading: It will need 3 Hrs for reading a unit 2nd Reading
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Perspectives on China's Outward Foreign Direct Investment Randall Morck University of Alberta School of Business and NBER Tel: (780) 492-5683 randall.morck@ualberta.ca Bernard Yeung Stern School of Business New York University Tel: (212) 998-0425 byeung@stern.nyu.edu Minyuan Zhao Ross School of Business University of Michigan Tel: (734) 647-6978 myzhao@umich.edu June 2007 * The authors are grateful for the helpful comments from William Allen, Tom Pugel, Myles Shaver, Jordan Siegel
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Industry Structure & Competitive Strategy: Keys to Profitability Michael E. Porter The first step in structural analysis is an assessment of the competitive environment in which the company operates—the basic competitive forces and the strength of each in shaping industry structure. The second is an assessment of the company's own strategy—of how well it has positioned itself to prosper in this environment. Taken together, these steps are the key to forecasting a company's earning power. THE SUCCESS
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rP os t H 910A01 ASIMCO TECHNOLOGIES: 2005 op yo Taehoo Kim, Liang Liu, Guangyu Nie, Wanhong Shao and Xiaotian Xie wrote this case under the supervision of Dr. Xi Liu solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality. Tsinghua School of Economics and Management and Ivey
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stressed cost reduction. Emerson defined best cost as the lowest-cost producer of high-quality products, making its products a superior customer value. Each division was measured on growth and return on invested capital. Cheng G. Ong wrote this case in collaboration with Professor Michael E. Porter
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corporate governance practices in Egypt. Acknowledgements: The Research & Markets Development Department at CASE is very pleased to present its first series of research papers that addresses an issue of both local and international importance, which is broadly examined by experts and researchers in both practice and academia. The author would like first to thank Dr. Sameh El Torgoman, Chairman of CASE, for his great support and encouragement. Dr. El Torgoman insisted that corporate governance becomes the
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than others. The pharmaceutical maker ScheringPlough produced an economic profit of more than $10 billion during the period 1984-2002. That is, the accounting profit it generated exceeded its cost of equity capital by that amount. Over the same period, U.S. Steel produced an economic loss of nearly $500 million; its cost of capital exceeded its accounting profit by a wide margin. Such large differences in economic performance are commonplace. Understanding their roots is crucial for strategists. Differences
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We explore, we discover, we’re the first to conquer. We make our own uncontested space which others follow. And create new pathways where no one exists. Dr. Lalit Khaitan - Chairman & Managing Director Abhishek Khaitan - Managing Director Dear Shareholders, I write this at a time when the world has begun to heave a sigh of relief as the first sign of the end of recession start appearing on the horizon. With this positive transformation taking place at the macro level, your company too has
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29th Annual Report 2009-10 BOARD OF DIRECTORS Shri A K Srivastava Chairman-cum-Managing Director Shri S. K. Nayak, IAS Part-time Official Director Shri B. L. Bagra Director (Finance) Shri Joy Varghese Director (P&A) Shri A. K. Sharma Director (Production) Shri P. K. Padhi Director (P&T) Shri Ansuman Das Director (Commercial) 2 National Aluminium Company Limited INDEPENDENT DIRECTORS Dr. A. Sahay Shri S. S. Sohoni IAS (Retd.) Shri K. S. Raju Shri S. B. Mishra
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