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Changing Face of New Age CFO – Four ‘R’ Concept of Management

November 14, 2007

Analysis of:Prabhu Quits as Tellabs CEO | www.lightreading.com

Business is fast taking a different dimension under the globalised set up . To be competitive in open market scenario where market is the global market place, business needs to be scaled up to attain economy of scale at the same time services has to be customised to the maximum, the structure must be flexible enough to have effective proactive strategies. All these contradictory parallel matrix make the function of the CFO totally different what it was in the classical environment, where CFO functions are restricted towards playing a dual role of treasury function like arrangement and deployment of funds, capital budgeting , credit management, resource planning etc and controlling function like accounting, budgetary control, compliances , internal audit etc. This paper addresses the changing profile of the role and responsibilities of a new age CFO which is a clear migration towards Four ‘R’ (Resources, Risks, Relationships and Responses) concept of Management.

Importance of Perceived Value in Valuation of Acquisition

November 13, 2007

Analysis of:How Fair Value Could Affect Your Next Deal | cfo.com

Valuation of a target company when question of acquisition arises do not necessary depends on the contemporary valuation models. There has been number of cases of recent acquisition cases where the value paid by the acquirer defied all valuation logic. This phenomenon does not necessarily implies that these valuation decisions are not based on any firm basis or models. Concept of perceived value plays an important role in determining the valuation of a target in such cases. The analysis attempts to focus the importance, concept and guiding methodology of concept of perceived value.

Cost Mapping-An excellent tool towards enhancement of competitive edge

November 12, 2007

Analysis of:Time Driven Activity Based Costing | papers.ssrn.com

In modern competitive business environment, it is absolutely important that constant focus is being given on the level of competitive edge of the business. There is no better tool towards this goal than value enhancement to the ultimate customer from the goods or services that are catered to by the business. Method of value enhancement is multi dimensional complex combination of number of divergent actions that are pursued parallelly. While, the constant focus on increased perceived value of the product creates PUSH effect towards value enhancement. Optimum pricing through enhanced value for money adds to the PULL effect towards this . To  optimise value for money, the pricing strategy plays a vital part. It is the constant endeavor of the business to give the customer optimum price( not necessary the lowest). Cost reduction without compromising the value and features of the product provides important tool towards optimum pricing.  Cost mapping is the latest tool which provides  

Managing market Capitalisation-An Effective Tool towards Corporate Excellence

November 6, 2007

Analysis of:More to the bottom line debate | www.ft.com

In the scenario of developed Stock market the perceived value of Business to the Investor community is an important indicator of Business valuation. Market Capitalisation, thus is fast becoming an universally accepted indicator of Business Valuation. Unipolar focus on working towards increased Market Capitalisation thus can be an effective tool of increasing overall Business performance. The article shows light towards effective methodology of Managing market capitalisation.

Importance of Marginal Cost on Coimpetition and Capacity utilisation

November 5, 2007

Analysis of:Microsoft vs. Google : The New Battle for Control of Your Network | seekingalpha.com

    In the global scenarioo of timelag between capacity creation and utilisation , concept of marginal costing is one of prime importance in pricing decision. Unlike fixed pricing norm, this makes pricing model totally variable and flexible, optimising revenue and usage of capacity. The basic thinking which guides this principle is the underlying fact that capacity for a particular time is a perishable resources. Capacity under utilised is a permanent loss of opportunity and any realisation that covers the marginal cost contributes towards return on the perishable resource i.e capacity vailable. 

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