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在你认为最不可能的角落里，有很多现金等着你去发现。
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不懂财务的老板带着公司在市场上竞争，就像一个不自量力的人，拎着把特大的刀和别人打架。
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经理人正确使用统计数据的五条实用指南。
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预算前提是顾客需求而非内部需要，预算目标是事后改善而非事先约定，预算实施是持续行动而非年度一次。
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经常检测并调控好现金流，保证企业现金流健康、顺畅。
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借鉴“精益生产”的原则，从三个基本点突破财务工作低效的困境。
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轮换制不能杜绝财务经理的违规行为，严格的检查制度才是解决问题的根本。
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不仅可以控制开支，节省采购成本，
还能提高竞争优势，改善盈利能力。
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如何更准确地预测现金流？
多种方法各取所需，技术工具精心挑选。
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朗讯科技在外包一年之后的收获：
顾客满意飙升，成本开支剧减，营运资本猛增。
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以往的技巧管用一时，这里的法则管用一世。
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Most companies focus on new technologies to deliver productivity gains. But many small changes - involving no new technology at all - can dramatically and cost-effectively increase productivity.
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The emergence of Financial Supply Chain Management brings financial and operational benefits to the very heart of the business. Specifically, it allows companies to optimize their cash management practices.
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ERP曾经风行二十载，如今也许将被新的经营模式取代。
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Your company is losing money if customers return goods and no one keeps track, and if inventory just sits in the warehouse. Interdepartmental collaboration can greatly help in moving inventory around.
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CIO：更深入地介入经营。CFO：更透彻地了解技术。
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辨清危机“病根”，对症下药；
控制－稳定－恢复，三步解困。
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分清五大责任中心的不同，建立一致目标来控制资源。
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如何缩短将客户订单转化为现金的时间？改善收款流程、外包、技术协助均为有效策略。
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Oftentimes companies get so thrown off by long decisions that they lose sight of what’s fundamentally important in business: a consistently healthy bottom line. Implementing a series of small solutions drives the business in the direction of profitability.
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