Effective Operations and Controls for the Small Privately Held Business
Erschienen am 11. Juni 2008
416 Seiten
978-0-470-23067-1 (ISBN)
Beschreibung
Effective Operations and Controls for the Small Privately HeldBusiness
"Rob Reider is the ultimate 'on-target' consultant to the smallbusiness. Whether you are just starting out or have been in a smallbusiness for years, this book is a must-read. It is concise, clear,organized and addresses the management, financial, and personnelissues that confront and often destroy small business--eightypercent of all the businesses in America."
--Tom Torgerson, CPA, President, Torgerson AssociatesManagement andFinancial Consultants
"Dr. Reider's emphasis on first understanding the small businessenvironment and then identifying and integrating individualbusiness goals addresses a critical entry point for new businessowners. His detailed advice around realistic issues emphasizes asolutions-based orientation that provides even the novice with keysto successful business practices."
--Linda Lippitt, PhD, Director, Learning Legacies
"Rob Reider is an experienced consultant, seminar facilitator, andauthor who has written an important book for small business ownersand managers. The topics included are relevant to privately ownedbusiness managers who consider their organizations to be 'smallbusinesses' regardless of their actual sales volume. This is a bookthat should be on the bookshelf of every businessperson withresponsibility for the management of a small privately ownedbusiness."
--Peter B. Heyler, PBH Executive Services
"(This book) is an excellent resource not just for the smallbusiness owner, but also for colleges and universities. Any highereducation institution that has a business program entrepreneurialcomponent will find this book invaluable."
--Steve C. Martinez, PhD, Director, New Mexico HighlandsUniversity, Santa Fe and Espanola Centers
Weitere Details
Weitere Ausgaben
Person
Rob Reider, CPA, MBA, PhD, is the President of ReiderAssociates, a management and organizational consulting firm. Hisarea of expertise encompasses planning, managerial, andadministrative systems and methods; data processing; financial andaccounting procedures and controls; organizational behavior andtheory; management advisory services; management information andcontrol techniques; management training; and staff development. Heis also a frequent commentator on the monthly educational videotapeprograms produced by primedia Workplace Learning, including The CPAReport, Governmental A&A Specialist, and the Accounting andFinancial Managers Report.
Inhalt
Chapter 1. Understanding The Small Business Environment.
Understanding the Small Business.
Small Business Management.
Small Business Computerization.
Operational Management Function.
The Family Business.
Basic Operating Formula.
Why the Small Business Is In Existence.
Businesses the Small Business Is Not In.
Helpful Systems.
Management Responsibility.
Operating Areas to be Addressed.
Economy, Efficiency, and Effectiveness.
The Initial Survey.
Chapter 2. Strategic Concepts.
Strategy Development.
Strategies for Competitive Advantage.
Other Strategies to Exploit.
Business Models.
Front-End Strategy Analysis.
Overview of the Strategy Development Process.
Some Basic Business Principles.
Mental Models and Belief Systems.
Situational Analysis: Planning Questions.
Chapter 3. Planning And Budgeting: Identifying The Right Direction And Staying On The Path.
Relationship Between the Planning and Budgeting Process.
Planning Process.
Budgeting Defined.
Developing and Monitoring the Budget.
Non-Manufacturing Budgets.
Conclusion.
Chapter 4. Customer Service: Improving Customer Service.
New Customer Quest.
Servicing Present Customers.
Striving for Outstanding Customer Service.
Golden Rule of Customer Service.
Looking at Customer Service from a Fresh Perspective.
Tips for Terrific Touch-Points.
Tips for Avoiding Traps that Trip You Up
Tips for Watching Out for Traps.
Making that Great Customer Service Last: Keep the Romance in the Relationship.
Conclusion.
Chapter 5. Cash Conversion.
Cash Conversion Basics.
Cash Conversion Objectives.
Profitability Versus Liquidity.
Chapter 6. Sales Function.
Purpose of the Sales Function.
Sales Function in Business for Itself.
Product Analysis.
Sales and Product Controls.
Sales Forecasts.
Pricing Strategies.
Mehtods of Sales.
Methods of Compensation.
Sales Information and Reporting Systems.
Performing the Sales Function Analysis.
Sales Function Desirable Practices.
Conclusion.
Chapter 7. Cost Considerations.
Cost Classifications.
Manufacturing versus Non-Manufacturing Costs.
Activity-Based Costing Overview.
Cost Elements.
Cost Reduction Analysis: Traditional Versus ABC.
Customer Cost Concepts.
Analysis of Cost Behavior.
Conclusion.
Chapter 8. Accounting Operations: Functional Considerations.
Accouting Function.
Function Analysis.
Choosing What to Analyze.
Financial Reporting.
Operational Analysis Survey Form.
Analysis of Functional Costs.
Developing Recommendations.
Conclusion.
Chapter 9. Operational Reporting Considerations.
Small Business's Numbers.
Analysis of Financial Information.
Financial and Operating Ratio Analysis.
Key Operating Statistics.
Conclusion.
Chapter 10. Internal Controls For The Small Business.
What is Business Risk?
Internal Controls as Best Practices.
Small Business Stakeholders.
Internal Control Concepts.
Internal Control Objectives.
Consideration of Fraud.
Internal Control Considerations.
How To Segregate Duties (at a Work or Activity Unit level).
Performance Measures.
Internal Control Review: The 12-Step Program.
Internal Controls for Operations.
Effective Controls by Type of Business.
Conclusion.
Chapter 11. Information Technology Control Considerations.
Overview of Computer Operations.
Control Objectives for IT.
IT Controls.
Common Small Business IT Control Weaknesses.
IT Control Examples.
Developing a Web Site.
Chapter 12. Organization Structure And The Role Of Management.
Organizing the Small Business.
Why Organize?
Building the Small Business Organizations Structure.
Comparisons Between Individuals.
What Is Management?
Management Functions.
Management Skills.
Why Managers Fail.
Tools for Self-Appraisal.
Conclusion.
Afterword.
