Open Access. Powered by Scholars. Published by Universities.®

Finance and Financial Management Commons™

Open Access. Powered by Scholars. Published by Universities.®

Business Administration, Management, and Operations

PDF

WCBT Faculty Publications

Articles 1 - 6 of 6

Full-Text Articles in Finance and Financial Management

Integrating A New Business Into The Financial Planning Process, Barbara M. Tarasovich May 2012

Integrating A New Business Into The Financial Planning Process, Barbara M. Tarasovich

WCBT Faculty Publications

A new Controller in this case was recently hired by Unilever, a global 200 consumer products organization, to integrate a newly acquired business into Unilever’s financial planning process. The newly acquired organization was a publically held company and had its own existing financial processes and procedures. Financial planning and reporting are major company activities and finance and accounting professionals are expected to “get it right.” The purpose of this case study is to get students to think about the difficulties and challenges of revamping existing financial processes and procedures and alert them to areas where other financial professionals have encountered …

Go to article

After The Acquisition: Here Are Seven Steps To Successfully Integrating Finance And Accounting Functions After A Merger Or Acquisition, Barbara M. Tarasovich, Bridget Lyons, John Gerlach Oct 2008

After The Acquisition: Here Are Seven Steps To Successfully Integrating Finance And Accounting Functions After A Merger Or Acquisition, Barbara M. Tarasovich, Bridget Lyons, John Gerlach

WCBT Faculty Publications

Although much has been written regarding the factors critical to successful integration after a merger or acquisition, very little research has focused on the particulars of integrating the finance and accounting functions of the companies involved. As with overall business integration, detailed planning, effective communication, and speed of execution are critical. The authors recommend a seven-step process that will help balance the needs of the business during an acquisition as well as ensure financial controls are established. The overall steps provide the key activities to be accomplished and provide specific and explicit guidance. This seven-step process includes: 1. Begin planning, …

Go to article

Corporate Governance, Public Accounting Firm And Multinational Corporation: The Us Sox Act Perspective, Marc Massoud, Eunsup Daniel Shim Jan 2006

Corporate Governance, Public Accounting Firm And Multinational Corporation: The Us Sox Act Perspective, Marc Massoud, Eunsup Daniel Shim

WCBT Faculty Publications

The purpose of this paper is to review US corporate governance systems and to highlight the mandated roles of audit committee and external auditor within the SOX Act. In addition, it discusses requirements and implications of the SOX Act for the foreign accounting firms and multinational corporations. Finally this paper provides a perspective on improvement of corporate governance and financial integrity. In order to regain trust from the financial market, the SOX Act mandates (1) to improve auditor’s independence by reducing conflicts of interest; (2) to increase corporate financial reporting responsibility by requiring a CEO or a CFO certify accuracy …

Go to article

How Unilever Hpc-Na Sold Its Employees On The Balanced Scorecard, Bridget Lyons, Andra Gumbus Apr 2004

How Unilever Hpc-Na Sold Its Employees On The Balanced Scorecard, Bridget Lyons, Andra Gumbus

WCBT Faculty Publications

Unilever Home & Personal Care-North America (HPC-NA) not only takes marketing its products very seriously, but it heavily promotes its balanced scorecard to employees as well. No wonder Unilever HPC-NA successfully designed a unique strategy to communicate awareness of the BSC while encouraging its participation and use. Their experiences should prove valuable to other organizations implementing a balanced scorecard and to those just beginning to formulate a communications approach to internal stakeholders about its role, significance, and use. The Unilever HPC-NA marketing campaign provides an effective strategy that other firms may consider when marketing a balanced scorecard internally. The HPC-NA …

Go to article

The Balanced Scorecard At Futura Industries, Andra Gumbus, Susan D. Johnson Jul 2003

The Balanced Scorecard At Futura Industries, Andra Gumbus, Susan D. Johnson

WCBT Faculty Publications

Most companies use the balanced scorecard (BSC) to focus on the financial aspects or the operational metrics required by ISO quality certification. But that is not all one unique company uses the BSC for. At Futura Industries, President Susan Johnson built the enterprise's success over the past 3 years on the BSC's foundational level - the learning, innovation, and growth dimension. This dimension provides the building blocks that generate success in the remaining 3 quadrants: customer service, financial, and internal operations. And the results have followed: a 50% increase in revenue without adding personnel from 1996 to 1999. This organization …

Go to article

Pitney Bowes Calls For New Metrics, Mark Green, Jeanine Garrity, Andra Gumbus, Bridget Lyons May 2002

Pitney Bowes Calls For New Metrics, Mark Green, Jeanine Garrity, Andra Gumbus, Bridget Lyons

WCBT Faculty Publications

The importance of measuring strategy and action plans is here to stay. That is why savvy companies are using a scorecard. Pitney Bowes Inc. is one company that believes in the balanced scorecard. At PBI the basis is in place with a newly defined mission statement, individual objectives linked to the mission, and metrics designed to measure progress toward achieving those objectives. The company has been successful on several fronts. In fact, the balanced scorecard approach helped PBI to improve a process in its core business and ultimately saved the company millions.

Go to article