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財(cái)務(wù)管理-國(guó)際集團(tuán)集中管理(ppt24)英文版!-財(cái)務(wù)綜合-文庫(kù)吧資料

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【正文】 cks risks on a daily basis. ? Daiwa is very conscious of shareholder value. ? Fund managers have noticed this “financial turnaround” and increased their stake in Daiwa from 17% to 32% today. Source: Factiv a 169。 Young All rights reserved CGEY Hong Kong / 3 August 2020 – Corporate Finance– M. Bunge / page 20 Financial reengineering was one ingredient in Nissan?s recovery after 10 years of losses. ? Nissan implemented consistent financial measures and a database for business analysis. The system allows Nissan to have: ? A mon chartered account. ? A single reporting and consulting system. ? A mon consolidation system with Renault. ? Now all 315 Nissan panies will report to the same chartered account and adhere to the name accounting rules and principals. The system will report on the Japanese GAP, the US GAP and European international accounting standards. ? With this database, it is now possible to extract the reports according to: ? Company. ? Business function. ? Market. ? Product. Source: CGEY 169。 Young All rights reserved CGEY Hong Kong / 3 August 2020 – Corporate Finance– M. Bunge / page 19 Nissan?s financial reporting was a disaster. ? Nissan Motor Co. Ltd. is the world’s 36th largest corporation with operations in 97 countries and investments in 1,400 panies. In 1999, Nissan entered into a historic agreement with Renault . of France when Renault purchased a % controlling interest in the Japanese auto manufacturer. ? What did Renault discover ? ? Nissan did not have one single set of financial reports making it virtually impossible to make any decisions. ? One region’s revenue could not be pared to another. The system was not wellanized and rigorous enough for a $50 billion pany. ? Nissan suffered from management problems, difficulties in financial reporting. ? Various financial reengineering projects were conducted with 2 goals in mind ? Achieve data consistency and timeliness objectives (global Group consolidation within 710 working days) ? Provide flexible, but integrated, management database and reporting. Source: CGEY 169。Y Analysis 169。 2020 Cap Gemini Ernst amp。 2020 Cap Gemini Ernst amp。 2020 Cap Gemini Ernst amp。 2020 Cap Gemini Ernst amp。 2020 Cap Gemini Ernst amp。 2020 Cap Gemini Ernst amp。 2020 Cap Gemini Ernst amp。 2020 Cap Gemini Ernst amp。 2020 Cap Gemini Ernst amp。 2020 Cap Gemini Ernst amp。 2020 Cap Gemini Ernst amp。 Young All rights reserved CGEY Hong Kong / 3 August 2020 – Corporate Finance– M. Bunge / page 7 The agenda is shifting. . . Recent agenda ? Finance process redesign ? Improve the control framework ? Improve operational efficiency ? Implement ERP applications ? Redesign the role and anization of finance Impact of eBusiness ? Increased pressure for productivity and “value” added Finance ? Speed and transparency ? Advances in technology ? Changes in the the way business is done ? Distribution of skills across the anization ? Globalisation Changing expectations ? Value added finance ? Accessible and visible business intelligence amp。 Young All rights reserved CGEY Hong Kong / 3 August 2020 – Corporate Finance– M. Bunge / page 6 Index. Finance transformation since the 1990’s. Finance control over global operations. Case studies. 169。 Young All rights reserved CGEY Hong Kong / 3 August 2020 – Corporate Finance– M. Bunge / page 5 Index. Finance transformation since the 1990’s. Finance control over global operations. Case studies. 169。 reporting ? Automatic interpany posting, reconciliations and eliminations ? Interpany charges consolidated and funded at one time each month ? Realtime integrated financial system with continuous close (EventBased Accounting) ? Automation of controls / clerical functions ? Integrated financial / operational database ? Support for: ? Activity Based Management ? Responsibility Reporting 169。 2020 Cap Gemini Ernst amp。 Young All rights reserved CGEY Hong Kong / 3 August 2020 – Corporate Finance– M. Bunge / page 3 Achieving “excellence” will entail new practices across all finance functional areas. Functional Areas “Common Practice” “Good Practice” “Finance Excellence” ? Set
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