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Optimize the cashflow timeline and improve financial efficiency! How can companies dramatically improve performance and make sure stakeholders are satisfied? A well-conducted cashflow reengineering program is one of the best ways — with a savings potential far greater than such obvious but drastic measures as downsizing. A Practical Approach for Cashflow Reengineering gives you an effective methodology for diagnosing and treating cashflow problems. With many case studies and examples drawn from the authors' extensive experience designing and implementing cashflow strategies and procedures, it gives you proven principles that have resulted in annual savings of millions of dollars for hundreds of companies. Because reengineering depends on action to be successful, you'll find specific, practical action steps at the end of each chapter to help you plan and implement your reengineering program. Whether you choose to work with outside consultants or to take on the reengineering project within your organization, this course will give you the tools you need to gain the competitive advantages that result from effective cashflow management. You'll learn how to:
Course Objective: Employ effective cashflow management techniques. Adopt effective strategies for cutting costs. About This Course: As one course among many offered in the American Management Association's curriculum, A Practical Approach for Cashflow Reengineering presents the principles and methodology of cashflow reengineering. This course gives managers an effective methodology for properly diagnosing and treating their organizations' cashflow problems. The authors realize that people throughout an organization have a significant impact on cash-when it comes in, how well it is used, and when it goes out-and offer techniques for working cross-functionally to cut costs without cutting people. Reengineering depends on action to be successful. A number of special features make the course more accessible and the concepts easier to apply. They include key terms called out in the text and defined in the glossary, action steps at the end of each chapter to help you structure your reengineering analysis and implementation, and mini-cases and examples drawn from the authors' extensive experience with actual companies that demonstrate real-world concerns and results. Whether you choose to work with outside consultants or to take on the reengineering project within your organization, this course will give you the tools you need to gain the competitive advantages that result from effective cashflow management. James S. Sagner is a principal with Sagner/Marks. Prior to forming Sagner/Marks in 1992, Mr. Sagner was vice president and manager of the Consulting Services Division of The First National Bank of Chicago (now Bank One). Between the two businesses, he has managed over 250 large-scale studies for companies and nonprofit organizations worldwide. An expert in treasury management, his experience includes lockbox and disbursement analyses, information systems, electronic data interchange (EDI), bank and vendor selection, and organizational design and reengineering. Many of his clients are industry leaders, including financial services companies, securities firms, and service organizations. Previously, Mr. Sagner was a consultant at A.T. Kearney and Chief Economist for the Maryland Department of Transportation. He is the author of more than 40 papers and articles that have appeared in publications such as TMA journal, Corporate Cashflow, and various industry-specific journals. James Sagner is also the author of Cashflow Reengineering, a text published by AMACOM Books in 1997. He frequently speaks at seminars and meetings across the country, including a seminar on his book for the American Management Association. In addition, Mr. Sagner is on the faculty of the Kenan-Flagler Business School at the University of North Carolina. Mr. Sagner received his BS in Accounting from Washington and Lee University, his MBA in Marketing from the Wharton School at the University of Pennsylvania, and his PhD in Business and Economics from American University. He is a certified cash manager (CCM). Mr. Sagner was assisted by Erik M. Bodow, who is also a principal with Sagner/Marks and is affiliated with GEM Capital. Prior to the company's formation, he was vice president of The First National Bank of Chicago. His broad range of experience in treasury management includes operations reviews and opportunity analyses, banking system design/bank selection, electronic data interchange (EDI) and electronic funds transfer (EM, cash forecasting, policies/procedures development, and integration of new acquisitions. His clients come from a diverse range of industries. Mr. Bodow has provided consulting services and strategic and business planning assistance for Chem Systems, Union Carbide Corporation, and Exxon Corporation. In addition to his work at Sagner/Marks, he is currently a principal in Computerade, a microcomputer consulting company that develops applications for small businesses. Mr. Bodow frequently speaks at treasury management associations, including the national TMA conference. Mr. Bodow received his BS in Chemical Engineering from The Cooper Union, his MS in Chemical Engineering from Pennsylvania State University, and his MBA in Finance from Rutgers University. He is a certified cash manager (CCM). The publisher wishes to thank the following people for their review of the manuscript of this course: Andy Bangs, Portsmouth, New Hampshire; David Filipek, Rhode Island College, Providence, Rhode Island; and Hill Rose, an independent treasury consultant in Summit, New Jersey. | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||