Significant monetary figures -this was on-going from the early noughties gross malpractice -by bankers they've opened a 'credit crisis/crunch tourist tour'. Fannie Mae their policies have been questionable since the early seventies. The cumulative impact of this sort of behaviour. I've had my opinion: Read what the expert is saying too here is an extract:
The great banking crisis of 2007 to 2008 was a story of solvency fears generating a liquidity freeze - which in turn bankrupted Lehman Bros and would have killed off Northern Rock, Royal Bank of Scotland, HBOS and other big banks around the world had they not been rescued by taxpayers. Robert Peston BBC News business editor.
Due to the demographics and density population statistics in Japan, Japan Macroeconomics not only the details of this report are factual-the sensitivity to economic conditions since 1998. It's since that year, the year when their superior growth ended. They'd had a surge of record breaking economical growth since the 1950s.
Its becoming a concern for other G8(00m) & G20(yrs of age - personal letters from CEO's) 200% of GDP-borrowings/debt- In my opinion the G8 & G20 meetings are THE most important business/economic events. I like leisure music and sport naturally, we'd live in a corrupt world if all the people were uninterested in global politics.
Service for all your micro business 1-10 staff: Or small business 11-100 staff:
I am happy to meet with any micro, small business to discuss a seriously cost effective, analysis and solution to your financial Profit & Loss accounts. It would be an assured way of creating synergy between both parties. I can analyse financial statements and point out any abnormal monetary figures that in my opinion are an area of concern. Its good to seek explanation, and report, weighing up both sides of the argument and consequent future agenda. I'm an ethical man, I'm more interested in providing a solution, rather than lining my own pocket at your expense.
I've only just commenced upon the "blogosphere, creating or co-creating communities by the weight of quality material available to mongolia & tim-buck-tu and U2 and U and U and U". We're all "prosumers" nowadays. Old fashioned supply chains, are wholly modified. I have in my possession the most effective weapon- a viral marketing tool which I'm just commencing upon.
A virus -a good bacteria virus that I can infect people with. This is a friendly infection that has been consumed by serious social network long-term genius. I call it a "weapon of mass collaboration". Its the opposite of war, we all want, I hope - world peace, no violence & no weapons. I'd like to interest people in this "Wikinomics" weapon that if used can reach out to inside of Mongolia. A free internet telephony.
People are creating a solid base of "Wikinomics" literature and developing- This is the age of participation. So get ON the BANDwagon pick up the NOTEBOOK and feats upon this new world of WWW- International Network power which has only been around for 20 years imagine, what the next 20 years hold for us - its one of the most exciting aspects of our very existence.
The intangible asset sale of £8.41billion on O2s Five Year summary in 2002 coincided with the demerge from BT. The specific details of this are not documented in any of their, available to the public literature. The other unexplained figure in this particular performance account is an exceptional items cost of £8.3billion in 2003. Its an unexplained significant cost. There would have been margin of safety analysis debate carried out.
- Its analysis like this I can provide to micro, small business on a freelance basis. I will not have power over any transactions, I will form suitable accounts and report on any abnormalities, areas of concern. Advice on the input output 'adding value' as prolific Berkshire businessman Peter Jones
- Any farmers and massive potential growth potential businesses? Well not only have I got the most effective healthcare product for you, your friends & family and animals. It would be a pleasure to form a profit & loss budget account. A Google presence account, with Ad Words investment. Powering your business on a 'global collaborative community scale' rather than a small village farm without marketing or growth empowerment. DanSynergism will provide In depth analysis on a freelance basis provision of Relevant costs for decision making-
- Opportunity & outlay costs-
- Sunk Costs and committed costs-
- Qualitative factors of decisions-
- Cost-Volume-
- Profit-Analysis
- The behaviour of costs-
- Fixed Costs-
- Variable Costs-
- semi fixed/variable costs-
- Finding the break even costs-
- Contribution-margin of safety-
- Operating gearing and its effect on profit-
- Profit volume charts-
- The economists viewpoint of the break-
- even chart-
- failing to break even-
- weaknesses of break even analysis-
- using contribution to make decisions-
- marginal analysis-
- accepting/rejecting special contracts-
- the most efficient use of scarce resources-
- make-or-buy decisions-
- closing or continuation decisions-
- FULL COSTING-
- why do managers need to know the full cost?-
- what is full costing?-
- single product businesses-
- multi product businesses-
- direct and indirect costs-
- job costing-
- Full (absorption) costing and the behaviour of costs-
- the problem of indirect costs-
- job costing;a worked example-
- selecting a basis for charging overheads-
- segmenting the overheads-
- dealing with overheads on a departmental basis-
- batch costing-
- full (absorption)-
- cost information-
- criticism of full absorption costing-
- full (absorption) costing versus variable costing-
- which method is better?
- COSTING and PRICING in a COMPETITIVE ENVIRONMENT-
- cost determination in the changed business environment-
- costing and pricing products in the traditional way-
- costing and pricing products in the new environment-
- cost management systems-
- activity based costing-
- an alternative approach to full costing-
- what drives the cost?-
- cost pools-
- Activity Based Cost and service industries-
- criticisms of ABC-
- other approaches to cost management in the modern environment-
- total (or whole) life cycle costing-
- target costing-
- costing quality control-
- Kaizen costing-
- benchmarking-
- Pricing-
- economic theory-
- some practical considerations-
- full cost (cost-plus) pricing-
- pricing on the basis of relevant/marginal cost-
- target pricing-
- pricing strategies-
- BUDGETING-
- how budgets link with strategic plans and objectives-
- collecting information on performance and exercising control-
- time horizons of plans and budgets-
- limiting factors-
- budgets and forecasts-
- periodic and continual budgets-
- how budgets link to one another-
- how budgets help managers-
- the budget-
- setting process-
- establish who will take responsibility-
- communicate budget guidelines to relevant managers,-
- identify the key, or limiting,factor-
- prepare the budget for the area of the limiting factor-
- prepare draft budgets for all other areas-
- review and co-ordinate budgets-
- prepare the master budgets-
- communicate the budgets to all interested parties-
- monitor performance relative to the budget-
- budgets and management behaviour-
- who needs budgets?-
- beyond conventional budgeting-
- long live budgets!-
- budgeting for control-
- types of control-
- variances from budget-
- flexing the budget-
- sales volume variance-
- sales price variance-
- materials variances-
- labour variances fixed overhead variances-
- reasons for adverse variances-
- non-operating profit variances-
- investigating variances-
- compensating variances-
- making budgetary control effective-
- behavioural issues-
- the impact of management style-
- reservations about the hopwood study-
- failing to meet the budget-
- standard quantities and costs-
- setting standards-
- what kind of standards should be used?-
- information gathering-
- the learning-
- curve effect-
- other uses for standard costing-
- STRATEGIC MANAGEMENT ACCOUNTING-
- what is strategic management accounting?-
- facing outwards-
- competitor analysis-
- customer profitability analysis-
- competitive advantage through cost leadership-
- total life-
- cycle costing-
- target costing-
- value chain analysis-
- an alternative view-
- MEASURING PERFORMANNCE-
- why do businesses divisionalise?-
- types of divisions-
- divisional structures-
- is divisionalisation a good idea?-
- measuring divisional profit-
- contribution-
- controllable profit-
- divisional profit before common expenses-
- divisional net profit-
- ROI Return on investment-
- residual income-
- looking to the longer term-
- comparing performance-
- transfer pricing-
- transfer pricing policies-
- market prices-
- variable cost-
- full cost-
- negotiated prices-
- differential transfer prices-
- transfer pricing and service industries-
- non financial measures of performance-
- what is measured?-
- choosing non-
- financial measures-
- who should report?
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