Contents -- 1. Introduction -- Part I -- 2. Lead with Cash: Achieve Great Results by Identifying the Right Target -- 3. Name the Team "Cash and More Cash" -- Getting Everyone to Focus on Cash -- Task 1: Deciphering the Cash Flow Relationship -- Task 2: Reporting Cash Flow -- Task 3: Rewarding Cash Flow -- Good to Great -- 4. Rationalize Costs Focusing on Cash -- 5. Make Product Decisions Based on Cash -- Product Life Cycle -- Case Study4 -- 6. Set Strategy with Cash -- Porter's Competitive Strategy -- Porter's Five Forces -- Product Families and Strategy -- Product Portfolios -- Setting Strategy with Cash -- Overview -- 7. Change the Culture to One Based on Cash -- 8. Designing Cash Flow into Systems -- 9. Creating Cash with Optimal Pricing Decisions -- The Number of Competitors in the Market -- The Price Level of Competing Goods -- The Frequency with Which the Product Is Repurchased -- The Perceived Quality of Your Product Relative to Your Competitors -- The Importance of the Purchase in the Consumer's Total Spending -- Product Tie-ins That Create Selling Opportunities -- Pricing Strategies -- Using Pricing to Create Cash Flow -- Consider What the Consumer Is Willing to Pay -- Understand the Value of Your Product -- Consider the Product Life Cycle -- Utilize Segment Pricing -- Do Not Change Prices Too Often -- 10. Rethinking Capital Budgeting -- 11. The Impact of Leverage: Examining Private Equity -- Part II -- 12. Cash Flow Basics -- A More Complex Measure of Cash Flow -- Cash Through Different Eyes -- Shrinking the Cash Conversion Cycle -- 13. Working Capital and Cash Flow -- 14. The Statement of Cash Flows: Six Red Flags -- Format of the Cash Flow Statement1 -- Reviewing the Cash Flow Statement -- Red Flag #1: Negative Net Cash Flow from Operating Activities -- Red Flag #2: Cash Flow from Operating Activities Less than Capital Expenditures.

Red Flag #3: Capital Expenditures Less than Depreciation -- Red Flag #4: Decreasing Capital Expenditures -- Red Flag #5: Declining or Eliminating Dividends -- Red Flag #6: Debt Repayment Exceeds Debt Proceeds -- What's the Story? -- Summary -- 15. Cash Flow Details -- Measuring Cash Flow -- The Terminal Year -- The Discount Rate -- Avoiding Changing WACC over Time -- Conclusion -- Part III -- 16. Reflections from Turnaround and Crisis Managers -- A. Michael F. Gries and Michael P. Healy - Working Capital: How It Influences Cash Flow -- Introduction -- Overview of Working Capital and Its Components -- Cash -- Cash Equivalents (Marketable Securities) -- Accounts Receivable -- Inventory -- Overview of the Cash Conversion Cycle -- Net Working Capital -- Accounts Payable -- Accrued Expenses -- Other Types of Working Capital -- Accounting Profits vs. Cash Profits -- Working Capital Management -- Considerations When Making Working Capital Management Decisions -- Cash Balances -- Credit Terms and Discounts -- Inventory Levels -- Common Pitfalls of Companies -- Failure to Properly Assess the Creditworthiness of Customers and Suppliers -- Supplier and Customer Concentration -- Discounting Receivables to Accelerate Cash Conversion -- Lack of Asset and Liability Matching -- Failure to Forecast and Adjust for Seasonality -- Overengineering Cash Management Systems -- Summary -- Selected Additional References -- B. Barry L. Kaso. and Kenneth B. Furry - A Cash-based Approach to Better Business Information -- The Nature of Cash -- The Value of Cash-based Reconciliation -- Turnarounds: A Bad Situation Made Worse -- Crisis Scenario -- Broken Communications -- Cash Data and a Powerful Model -- A Systematic Solution - Getting the Data -- Building the Reconciliation -- Model-based Analysis -- Red Flags -- Big Ramifications -- Hard Conclusions -- Impact on Profitability.

Layers of Analysis -- Foundation for a Turnaround - Good Data Means Better Communication -- Creating a Cashbook and Accrual-Basis Statements -- Putting First Things First -- The Hard Way Is Often the Right Way -- C. Baker Smith, CTP - The Balance Sheet Made Me Do It: Killing the Company by Squeezing Cash -- D. Michael Chartock and Wendy Landon - The Importance of Cash Flow in the Retail Context14 -- Five Indicators -- Retailers Are Electing to Retain "Costly" Cash -- Lack of Cash Usually Leads to Quick Liquidation -- Cash Is the "Reason to Exist" -- Cash Currently Is the Principal "Circuit Breaker" -- Cash "War Chests" Are Built Heading into Bankruptcy -- Conclusion -- E. Randall S. Eisenberg and Armen Emrikian - Prioritizing Liquidity During Difficult Times15 -- F. Howard Brod Brownstein, CTP - Manage for Cash -- 17. Biographies of Contributors -- Howard Brod Brownstein, CTP -- Michael Chartock -- Randall S. Eisenberg -- Armen Emrikian -- Kenneth B. Furry -- Michael F. Gries -- Michael P. Healy -- Julie H. Hertenstein -- Barry L. Kasoff -- Wendy Landon -- Marjorie B. Platt -- Baker Smith, CTP -- Index.