This document is a report that summarizes the results of a survey of 325 senior finance executives at small and midsize companies regarding cost management in the economic recovery. It finds that companies are taking a cautious, low-risk approach to growth focused on continuous cost improvement. Finance functions have become more influential in cost savings efforts. Executives plan to achieve more expansive cost savings through continuous monitoring of expenses. The sponsor's perspective is also discussed.
The document summarizes findings from recent reports on the facilities management (FM) industry in the UK. It finds that while the economy remains fragile, the FM sector remains resilient due to long-term contracts and suppliers maintaining good credit ratings. Total facilities management (TFM) solutions are increasing market share while smaller single service suppliers are struggling. The majority of companies outsource FM services to achieve financial savings and improve service levels, though targets are often not met due to unrealistic expectations. While most current clients purchase individual FM services, TFM is seen as an important future strategy if implemented successfully with organizational maturity.
Growth in a time of uncertainty asset management 2015 wp for disperalMary Anne Doggett
This document summarizes research into the asset management industry in the United States from 2010 to 2015. It finds that while overall profitability was strong, averaging 28% over the period, deeper issues remained, as costs increased and productivity and pricing decreased. Only 20% of asset managers sustained above-average growth. Growth came more from acquisitions than investment performance or scale. Most firms lacked conviction to invest enough in growth, even during periods of strong profits. The report predicts trends in the industry through 2015 and provides a management agenda for positioning firms for long-term success amid ongoing uncertainty.
Strategy for Supply Chain OptimisationSanjay Sethi
This document discusses optimizing supply chain performance across organizations. It argues that to be competitive, companies need to focus on agility, innovation, and partnerships beyond just cost reduction. The supply chain extends beyond a single organization's control and requires information sharing and collaboration between partners. Properly managing objectives and risks requires balancing competing goals like inventory levels, costs, and customer satisfaction both within and across organizations. The document advocates for collaborative planning between suppliers and retailers to improve forecasting and replenishment and make the supply chain more efficient.
1. Demographic changes, especially the aging of America and growth of ethnic markets, were seen as the most significant industry trends according to survey respondents.
2. Work site and bank sales channels were also viewed as opportunities for growth.
3. Translating strategy into effective expense management and technology use remains a challenge for some companies, despite most having clear strategic visions.
CFO Whitepaper: The Path to Prosperitypaul1zaleski
This study examines senior finance executives\' cost-management achievements in the course of the downturn and explores the role that continued cost discipline will play in midsize companies\' growth efforts in the months and years to come.
This study examines senior finance executives\' cost management achievements in the course of the downturn and explores the role that continued cost discipline will play in midsize companies\' growth efforts in the months and years to come
2011 CFO Whitepaper The Path To ProsperityDaveG1977
This document is a report that summarizes the results of a survey of 325 senior finance executives at small and midsize companies regarding cost management in the economic recovery. It finds that companies are taking a cautious, low-risk approach to growth focused on continuous cost improvement. Finance functions have become more influential in cost savings efforts. Executives plan to achieve more expansive cost savings through continuous monitoring of expenses. The sponsor's perspective is also included at the end.
The document summarizes findings from recent reports on the facilities management (FM) industry in the UK. It finds that while the economy remains fragile, the FM sector remains resilient due to long-term contracts and suppliers maintaining good credit ratings. Total facilities management (TFM) solutions are increasing market share while smaller single service suppliers are struggling. The majority of companies outsource FM services to achieve financial savings and improve service levels, though targets are often not met due to unrealistic expectations. While most current clients purchase individual FM services, TFM is seen as an important future strategy if implemented successfully with organizational maturity.
Growth in a time of uncertainty asset management 2015 wp for disperalMary Anne Doggett
This document summarizes research into the asset management industry in the United States from 2010 to 2015. It finds that while overall profitability was strong, averaging 28% over the period, deeper issues remained, as costs increased and productivity and pricing decreased. Only 20% of asset managers sustained above-average growth. Growth came more from acquisitions than investment performance or scale. Most firms lacked conviction to invest enough in growth, even during periods of strong profits. The report predicts trends in the industry through 2015 and provides a management agenda for positioning firms for long-term success amid ongoing uncertainty.
Strategy for Supply Chain OptimisationSanjay Sethi
This document discusses optimizing supply chain performance across organizations. It argues that to be competitive, companies need to focus on agility, innovation, and partnerships beyond just cost reduction. The supply chain extends beyond a single organization's control and requires information sharing and collaboration between partners. Properly managing objectives and risks requires balancing competing goals like inventory levels, costs, and customer satisfaction both within and across organizations. The document advocates for collaborative planning between suppliers and retailers to improve forecasting and replenishment and make the supply chain more efficient.
1. Demographic changes, especially the aging of America and growth of ethnic markets, were seen as the most significant industry trends according to survey respondents.
2. Work site and bank sales channels were also viewed as opportunities for growth.
3. Translating strategy into effective expense management and technology use remains a challenge for some companies, despite most having clear strategic visions.
CFO Whitepaper: The Path to Prosperitypaul1zaleski
This study examines senior finance executives\' cost-management achievements in the course of the downturn and explores the role that continued cost discipline will play in midsize companies\' growth efforts in the months and years to come.
This study examines senior finance executives\' cost management achievements in the course of the downturn and explores the role that continued cost discipline will play in midsize companies\' growth efforts in the months and years to come
2011 CFO Whitepaper The Path To ProsperityDaveG1977
This document is a report that summarizes the results of a survey of 325 senior finance executives at small and midsize companies regarding cost management in the economic recovery. It finds that companies are taking a cautious, low-risk approach to growth focused on continuous cost improvement. Finance functions have become more influential in cost savings efforts. Executives plan to achieve more expansive cost savings through continuous monitoring of expenses. The sponsor's perspective is also included at the end.
Bringing the Discipline of Direct Cost Management to G&A CostsManuel A. Velazquez
Robust reporting on direct/G&A spending
This document discusses a survey of finance executives at midsize Staff time devoted to direct/G&A cost management
companies on their approaches to managing general and administrative Management program for direct/G&A costs
(G&A) costs. Key findings include: Employees' negotiating skills
1) Companies are focusing more on profitability than revenue growth Knowledge of vendors' pricing/market positions
due to the economic downturn. 2) Cost reduction will play an Benchmarking data
important role in maintaining profitability. 3) Companies plan to use
cost savings to strengthen their balance sheets and maintain 0%
2009 CFO White Paper - Discipline of Direct Cost ManagementDaveG1977
This document summarizes the results of a survey of 218 senior finance executives at midsize companies on their views of general and administrative (G&A) cost management. It finds that companies are better at managing direct costs than G&A costs, applying more expertise, information, and resources to direct costs. However, better managing G&A costs could help companies maintain profitability and protect their workforce during an economic downturn by making them leaner and less wasteful. The finance executives surveyed believe improved G&A cost management would strengthen their companies' balance sheets and position them for success when the economy rebounds.
This document is a report from a survey of 325 senior finance executives at small and midsize companies regarding cost management in the economic recovery. It finds that while over 70% of companies report some degree of recovery, confidence in growth is modest. Companies favor low-risk growth strategies like increasing market share over riskier options. There is a shift from focusing solely on profits to pursuing sustained profitable growth. Companies improved at cost management but see opportunities to further streamline spending and processes. Maintaining cost discipline is seen as important to competitive advantage.
This document is a report from a survey of 325 senior finance executives at small and midsize companies regarding cost management in the economic recovery. It finds that while over 70% of companies report some degree of recovery, confidence in growth is modest. Companies favor low-risk growth strategies like increasing market share over riskier options. There is a focus on sustained profitable growth rather than just profits or revenues. Companies improved at cost management over the downturn and see maintaining cost discipline as important to future competitiveness, but still see opportunities to further improve areas like vendor consolidation and process efficiency.
De afgelopen maanden heb ik met veel CFO´s gesproken over de transformaties die hun Finance Organisatie moet doormaken om aan de veranderende eisen en wensen van Executives, managers en stakeholders te voldoen. Ligt hun focus momenteel nog op transactionele core finance activiteiten, voor de nabije toekomst is het hun ambitie om bedrijfsbreed veel meer waarde te leveren op het gebied van analyse en beslissingssupport.
Bedrijven die goed scoren op Finance Efficiëncy alsmede in staat zijn om betrouwbare Business Insight te leveren aan de diverse business units, zijn volgens de IBM Global CFO Survey 2010 aantoonbaar succesvoller op het gebied van omzetgroei, EBITDA en Retun of Invested Capital.
Ik wil graag de uitkomsten van 1500 face-to-face interviews met CFO´s met jullie delen, daarom ´share´ ik het rapport ´The New Value Integrator – Insights from the CFO Survey´.
Who is increasingly instrumental in helping CEOs and Boards make high-impact decisions – the choices and trade-offs that build or destroy enterprise value? CFOs.
Based on input from more than 1,900 CFOs and senior Finance leaders worldwide, the IBM Global CFO Study indicates that the demands on CFOs are rising and extend well beyond traditional financial control and supervision.
But in a constantly changing environment, how can CFOs provide their enterprises with a competitive edge? How can they help the business make not just faster but smarter decisions?
In the 2010 study, one group of Finance organizations – called Value Integrators – consistently outperforms their peers. They are not only more effective, but their enterprises also perform better financially.
Their secret? Driving a combination of two key capabilities – Finance efficiency and business insight – across their organizations. Although study results show that each capability provides important benefits, the highest performers excel at both.
Read the study to learn more about this multiplier effect and how to create it within your own organization.
This document discusses Quality Growth at a Reasonable Price (Quality GARP) investing. It notes that Quality GARP portfolios tend to avoid companies that are laggards in managing environmental, social and governance issues, demonstrating lower associated risks. Quality GARP investing favors companies with sound business practices and an ability to deliver strong long-term earnings growth, often found in less cyclical sectors. The approach also tends to have a structural bias away from resource-intensive industries due to sustainability concerns increasingly being interwoven with fundamental business issues.
Results of a survey I participated in at the beginning of the year around business improvement groups. An opportunity to break away from the competition during hard times !
This study examines senior fi nance
executives’ cost-management
achievements in the course of the
downturn and explores the role that
continued cost discipline will play in
midsize companies’ growth efforts in
the months and years to come.
This document discusses governance and performance of microfinance institutions (MFIs) in India. It analyzes how governance mechanisms influence various performance and risk measures using data from 60 MFIs. Governance is important for MFIs to achieve their dual goals of reaching poor clients and achieving financial sustainability. The document differentiates between financial performance metrics like return on assets and operational costs, and outreach metrics like number of active borrowers. It explores how board characteristics, ownership type, regulation, and lending innovations may impact these outcomes.
Bringing the Discipline of Direct Cost Management to G&A CostsManuel A. Velazquez
Robust reporting on direct/G&A spending
This document discusses a survey of finance executives at midsize Staff time devoted to direct/G&A cost management
companies on their approaches to managing general and administrative Management program for direct/G&A costs
(G&A) costs. Key findings include: Employees' negotiating skills
1) Companies are focusing more on profitability than revenue growth Knowledge of vendors' pricing/market positions
due to the economic downturn. 2) Cost reduction will play an Benchmarking data
important role in maintaining profitability. 3) Companies plan to use
cost savings to strengthen their balance sheets and maintain 0%
2009 CFO White Paper - Discipline of Direct Cost ManagementDaveG1977
This document summarizes the results of a survey of 218 senior finance executives at midsize companies on their views of general and administrative (G&A) cost management. It finds that companies are better at managing direct costs than G&A costs, applying more expertise, information, and resources to direct costs. However, better managing G&A costs could help companies maintain profitability and protect their workforce during an economic downturn by making them leaner and less wasteful. The finance executives surveyed believe improved G&A cost management would strengthen their companies' balance sheets and position them for success when the economy rebounds.
This document is a report from a survey of 325 senior finance executives at small and midsize companies regarding cost management in the economic recovery. It finds that while over 70% of companies report some degree of recovery, confidence in growth is modest. Companies favor low-risk growth strategies like increasing market share over riskier options. There is a shift from focusing solely on profits to pursuing sustained profitable growth. Companies improved at cost management but see opportunities to further streamline spending and processes. Maintaining cost discipline is seen as important to competitive advantage.
This document is a report from a survey of 325 senior finance executives at small and midsize companies regarding cost management in the economic recovery. It finds that while over 70% of companies report some degree of recovery, confidence in growth is modest. Companies favor low-risk growth strategies like increasing market share over riskier options. There is a focus on sustained profitable growth rather than just profits or revenues. Companies improved at cost management over the downturn and see maintaining cost discipline as important to future competitiveness, but still see opportunities to further improve areas like vendor consolidation and process efficiency.
De afgelopen maanden heb ik met veel CFO´s gesproken over de transformaties die hun Finance Organisatie moet doormaken om aan de veranderende eisen en wensen van Executives, managers en stakeholders te voldoen. Ligt hun focus momenteel nog op transactionele core finance activiteiten, voor de nabije toekomst is het hun ambitie om bedrijfsbreed veel meer waarde te leveren op het gebied van analyse en beslissingssupport.
Bedrijven die goed scoren op Finance Efficiëncy alsmede in staat zijn om betrouwbare Business Insight te leveren aan de diverse business units, zijn volgens de IBM Global CFO Survey 2010 aantoonbaar succesvoller op het gebied van omzetgroei, EBITDA en Retun of Invested Capital.
Ik wil graag de uitkomsten van 1500 face-to-face interviews met CFO´s met jullie delen, daarom ´share´ ik het rapport ´The New Value Integrator – Insights from the CFO Survey´.
Who is increasingly instrumental in helping CEOs and Boards make high-impact decisions – the choices and trade-offs that build or destroy enterprise value? CFOs.
Based on input from more than 1,900 CFOs and senior Finance leaders worldwide, the IBM Global CFO Study indicates that the demands on CFOs are rising and extend well beyond traditional financial control and supervision.
But in a constantly changing environment, how can CFOs provide their enterprises with a competitive edge? How can they help the business make not just faster but smarter decisions?
In the 2010 study, one group of Finance organizations – called Value Integrators – consistently outperforms their peers. They are not only more effective, but their enterprises also perform better financially.
Their secret? Driving a combination of two key capabilities – Finance efficiency and business insight – across their organizations. Although study results show that each capability provides important benefits, the highest performers excel at both.
Read the study to learn more about this multiplier effect and how to create it within your own organization.
This document discusses Quality Growth at a Reasonable Price (Quality GARP) investing. It notes that Quality GARP portfolios tend to avoid companies that are laggards in managing environmental, social and governance issues, demonstrating lower associated risks. Quality GARP investing favors companies with sound business practices and an ability to deliver strong long-term earnings growth, often found in less cyclical sectors. The approach also tends to have a structural bias away from resource-intensive industries due to sustainability concerns increasingly being interwoven with fundamental business issues.
Results of a survey I participated in at the beginning of the year around business improvement groups. An opportunity to break away from the competition during hard times !
This study examines senior fi nance
executives’ cost-management
achievements in the course of the
downturn and explores the role that
continued cost discipline will play in
midsize companies’ growth efforts in
the months and years to come.
This document discusses governance and performance of microfinance institutions (MFIs) in India. It analyzes how governance mechanisms influence various performance and risk measures using data from 60 MFIs. Governance is important for MFIs to achieve their dual goals of reaching poor clients and achieving financial sustainability. The document differentiates between financial performance metrics like return on assets and operational costs, and outreach metrics like number of active borrowers. It explores how board characteristics, ownership type, regulation, and lending innovations may impact these outcomes.
Similar to Cfo+Whitepaper+The+Path+To+Prosperity (14)
1. The Path to Prosperity
CFOs at small and midsize companies
on post-downturn cost control
A report prepared by CFO Research Services in collaboration with
Expense Reduction Analysts
2.
3. The Path to Prosperity
CFOs at small and midsize companies
on post-downturn cost control
A report prepared by CFO Research Services in collaboration with
Expense Reduction Analysts