2001 Working Capital Survey – Chart 10

Behind the RankingsThe management of working capital combines two measures, weighted equally:1. Days of Working Capital (DWC) = (Receivables + Inventory ­ Payables) ÷ (Sales ÷ 365 Days). If payables exceed the sum of receivables and inventory, DWC is negative.2. Cash Conversion Efficiency (CCE) =...

By CFO Editorial Staff • July 1, 2001

2001 Working Capital Survey – Chart 9

Behind the RankingsThe management of working capital combines two measures, weighted equally:1. Days of Working Capital (DWC) = (Receivables + Inventory ­ Payables) ÷ (Sales ÷ 365 Days). If payables exceed the sum of receivables and inventory, DWC is negative.2. Cash Conversion Efficiency (CCE) =...

By CFO Editorial Staff • July 1, 2001

Explore the Trendline➔

Tax policy shifts: What CFOs need to know to stay ahead

Discover how evolving tax policies are creating new opportunities and challenges for CFOs.

By CFO.com staff

2001 Working Capital Survey – Chart 8

Behind the RankingsThe management of working capital combines two measures, weighted equally:1. Days of Working Capital (DWC) = (Receivables + Inventory ­ Payables) ÷ (Sales ÷ 365 Days). If payables exceed the sum of receivables and inventory, DWC is negative.2. Cash Conversion Efficiency (CCE) =...

By CFO Editorial Staff • July 1, 2001

2001 Working Capital Survey – Chart 7

Behind the RankingsThe management of working capital combines two measures, weighted equally:1. Days of Working Capital (DWC) = (Receivables + Inventory ­ Payables) ÷ (Sales ÷ 365 Days). If payables exceed the sum of receivables and inventory, DWC is negative.2. Cash Conversion Efficiency (CCE) =...

By CFO Editorial Staff • July 1, 2001

2001 Working Capital Survey – Chart 6

Behind the RankingsThe management of working capital combines two measures, weighted equally:1. Days of Working Capital (DWC) = (Receivables + Inventory ­ Payables) ÷ (Sales ÷ 365 Days). If payables exceed the sum of receivables and inventory, DWC is negative.2. Cash Conversion Efficiency (CCE) =...

By CFO Editorial Staff • July 1, 2001

2001 Working Capital Survey – Chart 5

Behind the RankingsThe management of working capital combines two measures, weighted equally:1. Days of Working Capital (DWC) = (Receivables + Inventory ­ Payables) ÷ (Sales ÷ 365 Days). If payables exceed the sum of receivables and inventory, DWC is negative.2. Cash Conversion Efficiency (CCE) =...

By CFO Editorial Staff • July 1, 2001

2001 Working Capital Survey – Chart 4

Behind the RankingsThe management of working capital combines two measures, weighted equally:1. Days of Working Capital (DWC) = (Receivables + Inventory ­ Payables) ÷ (Sales ÷ 365 Days). If payables exceed the sum of receivables and inventory, DWC is negative.2. Cash Conversion Efficiency (CCE) =...

By CFO Editorial Staff • July 1, 2001

2001 Working Capital Survey – Chart 3

Behind the RankingsThe management of working capital combines two measures, weighted equally:1. Days of Working Capital (DWC) = (Receivables + Inventory ­ Payables) ÷ (Sales ÷ 365 Days). If payables exceed the sum of receivables and inventory, DWC is negative.2. Cash Conversion Efficiency (CCE) =...

By CFO Editorial Staff • July 1, 2001

2001 Working Capital Survey – Chart 2

Behind the RankingsThe management of working capital combines two measures, weighted equally:1. Days of Working Capital (DWC) = (Receivables + Inventory ­ Payables) ÷ (Sales ÷ 365 Days). If payables exceed the sum of receivables and inventory, DWC is negative.2. Cash Conversion Efficiency (CCE) =...

By CFO Editorial Staff • July 1, 2001

Forget the Float? The 2001 Working Capital Survey

Working capital efficiency can be a beautiful thing, as any finance executive familiar with the Working Capital Survey conducted by CFO magazine and REL Consultancy Group should know by now. The idea, as we explained in our first survey four years ago, is straightforward enough. If you minimize y...

By Ronald Fink • July 1, 2001

2001 Working Capital Survey – Chart 1

Behind the RankingsThe management of working capital combines two measures, weighted equally:1. Days of Working Capital (DWC) = (Receivables + Inventory ­ Payables) ÷ (Sales ÷ 365 Days). If payables exceed the sum of receivables and inventory, DWC is negative.2. Cash Conversion Efficiency (CCE) =...

By CFO Editorial Staff • July 1, 2001

E-metrics: Refer Madness

When it comes to ecommerce strategies, Needham, Massachusetts-based specialty content provider TechTarget.com has a rather unusual business plan.The operator of a gateway site to 23 separat information-technology- related portal sites, TechTarget.com isn’t looking to attract millions of users or ...

By Karen Bannan • June 15, 2001

E-commerce, Unplugged

On a recent spring day, Jay Marks walked into a house he had been hired to sell for his employer, Arlington, Texas-based RE/MAX Associates. Marks, an associate broker at the global real estate company, immediately began doing what real estate brokers do: writing down the number and size of the ro...

By Randy Myers • June 15, 2001

All Together Now

With the economy going south, and with corporate revenues headed in the same general direction, companies are desperately looking for ways to cut costs. One obvious target: T&E.Of course, reining in travel budgets also means reining in employees. That, in turn, threatens worker productivity, ...

By Dave Cook • June 15, 2001

Global Confidence Survey

Call them contrarian. Now that the high-flying, roller-coaster economy has come to a screeching halt, CFOs, it seems, are a bit more comfortable with domestic and global prospects. In fact, 31 percent of U.S. CFOs feel confident about the global economy over the next year, up from last quarter’s ...

By Marie Leone • June 1, 2001

Darkness Before the Dawn

Did you read the news from Japan today? Oh, boy. Two years after the end of its “lost decade,” the Land of the Rising Sun remains stuck in an economic slump. Stocks have plunged to levels last seen in the mid- 1980s. Real estate values have been hammered, bankruptcies are rising, unemployment has...

By Edward Teach • May 1, 2001

We Test in the Land Down Under

For many CFOs, investing in a Web site is a lot like a ride through a house of horrors. Web designers dressed in black float by, mouthing strange phrases like deep linking and scripting. The designers, who seem to appear only at night, charge inhuman fees, launch the site late, then leave. Other ...

By Elizabeth Fry • April 15, 2001

Grey Matters: CFO’s Third Annual Knowledge Capital Scorecard

A corporate balance sheet, prepared according to generally accepted accounting principles, does a reasonable job informing about the physical assets and financial capital employed by a company. But when it comes to the increasingly important intangible assets of corporate enterprises, it provides...

By Andrew Osterland • April 1, 2001

Royal Ambition

Royal Ahold isn’t exactly a household name, at least outside the Netherlands. But the Dutch food retailer, operating some 8,500 stores on its own or through joint ventures in 24 countries, happens to be a tough competitor in an industry whose low margins make it difficult to succeed even in one c...

By Ronald Fink • April 1, 2001

Fighting Information Overload

Despite its corporate intranet, its vast network of servers, and plenty of business intelligence tools, Ericsson Research Canada knew full well that there were lots of duplicate efforts among its 103,000 employees. One big reason, says Anders Hemre, the company’s chief knowledge officer, is that ...

By Alix Stuart • March 1, 2001

On Further Reflection

The first thing Jim Rutledge did when he became CFO of Baldwin Technology Co. in January 2000 was throw out the performance measurement system.Not that he was shunning the idea of measuring performance. Far from it. The problem was the confusion that surrounded the economic profit program that Ba...

By Alix Stuart and Bill Birchard • March 1, 2001

Expense Management Software Grows Up

Managing expenses and collecting revenue is a piece-by-piece affair, and Extensity Inc. is attempting to integrate three major areas — travel expenses, procurement expenses, and timesheet tracking — into a single set of software modules.The company’s first application was travel expense managemen...

By John Xenakis • Feb. 28, 2001

Why Singapore is Less Risky than the U.S.

There are many obvious benefits of expanding internationally, including access to larger markets and the availability of cheaper labor and capital. But as managers of multinational corporations well know, there are also many risks involved.The trick is to hedge those risks in order to tilt the ba...

By Jennifer Caplan • Feb. 14, 2001

Web Metrics

For Julian Culhane, it must have felt like he’d climbed aboard a rocket just as it was taking off. When he joined Lastminute.com as its CFO in November 1999, the online travel and gift retailer had revenue of only £195,000, or $283,000. One year later, that figure had soared 1,800 percent to reac...

By Justin Wood • Feb. 1, 2001

On Balance

When Robert S. Kaplan and David P. Norton published their Harvard Business Review article, “The Balanced Scorecard– Measures that Drive Performance,” in 1992, they had no idea they were about to launch a revolution. They were simply pointing out the shortcomings of using only financial metrics to...

By Lori Calabro • Feb. 1, 2001