Features of the book:
1. The case scenario highlights the localized financial environment
The selection of analysis objects in this book is all based on China's listed companies at home and abroad or representative financial decision-making issues as the analysis carrier, aiming to place the case analysis and demonstration process in the real environment of China's enterprise financial management, which helps to cultivate the overall view of financial case analysis.
2. Connection between case content and financial management practice
The case of this book emphasizes two docking in the design of demonstration content, which is not only docking with the practical problems of financial management of Chinese enterprises, but also docking with the important issues of financial management of listed companies concerned by professional institutions.
3. Case design emphasizes understanding case analysis methodology
The learning and training effect of case study methodology is achieved through case teaching, which is mainly reflected in strengthening the ability to discriminate important financial concepts power; Improve the ability to understand the financial theory; Improve the ability to judge the relationship between business and financial issues; Emphasizing case oriented argumentation design; Cultivate the thinking of case analysis methodology Consciousness; Train the design ability of demonstration dimension and level; Improve the mining ability of supporting materials and data; Stimulate the exploration ability of independent case argumentation.
4. The case demonstration is integrated with the relevant achievements of academic research
The purpose is to improve the depth of understanding of case issues and the ability to explain financial management practices in theory. The integration of relevant academic research achievements in this book is reflected in: integrating relevant research issues; Learning from academic research ideas; Absorbed relevant research logic; Using relevant research methods; Reflects the latest research trends; It provides academic research materials and reflects the nature of feedback.
5. Case training attaches importance to the cultivation of judgment and decision-making ability
The purpose is to improve the ability of professional judgment and comprehensive analysis of practical financial problems through case demonstration, and also increase the discussion space and participation depth for the case teaching process. For this reason, this book focuses on the ability training of financial policy selection and balance decision-making, and focuses on the connection with financial issues, analysis ideas, analysis methods and analysis tools that are concerned by the practical world.
6. Teaching organization improves the teaching effect of flipped classroom
Provide case teaching carrier, teaching guidance, reading materials, etc. on the course network platform, and implement the reform based on hybrid learning methods (Blended Learning): Flipped the proportion of existing in class teaching content to a certain extent Classroom）， Online open courses provided by the course network platform (MOOCs) to achieve in-depth understanding of cases and discussion of problems, and ultimately to improve the efficiency of class hours and enhance the discussion points in class Evaluate the quality, deepen the professional understanding in class, and expand the teaching effect of extracurricular autonomous learning space.
7. Case function teaching orientation and implementation scheme selection
In case teaching of financial management courses for undergraduates and postgraduates at the master level, different case types such as typical phenomenon example type, scenario material guidance type, small and micro case writing type, professional comprehensive demonstration type, and academic perspective research type can be cross used to give play to the different functional positioning of cases in deepening teaching content understanding and improving practical ability training.
catalog
preface
Case 1
Can founder shareholders and external major shareholders achieve resource complementarity and stable governance
Case analysis based on Lex Lighting
1.1 Case overview
1.1.1 Overview of Leishi Lighting's business development
1.1.2 The founder was expelled three times a decade
1.1.3 Resources and problems brought by capital introduction
1.2 How does Lex Lighting realize its competitive advantage in the industry
1.2.1 Development goals and strategic changes of Lex Lighting
1.2.2 Industrial chain structure and relationship of Leishi Lighting
1.2.3 The business model and competitive advantages of Leishi Lighting
1.3 Resources and impacts brought by the introduction of external investors into Les Lighting
1.3.1 Resources brought to Rex by introducing external investors
1.3.2 Impact of introducing external investors on business development
1.3.3 Impact of introducing external investors on corporate governance
1.3.4 Dual agency relationship between founders and external shareholders
1.4 Why is it difficult for Lex Lighting to achieve a sustainable and stable state of corporate governance
1.4.1 Conceptual differences between founder shareholders and external major shareholders
1.4.2 Conflict of interests between founder shareholders and external major shareholders
1.4.3 Dual impact of control intervention on governance mechanism
1.4.4 Defects of corporate governance mechanism exposed by Lex Lighting
1.5 Impact of control disputes on the performance and value of Lex Lighting
1.5.1 Control disputes between founders and external major shareholders
1.5.2 Impact of control disputes on the performance of Lex Lighting
1.5.3 Impact of control dispute on the value of Lex Lighting
1.6 Case discussion and summary
Case 2 Trade off between market competitive advantage strategy and enterprise value creation efficiency
2.1 Case overview
2.2 Economic Value Added and Enterprise Value Creation
2.2.1 Core idea of economic value added
2.2.2 Management orientation of economic value added
2.2.3 Calculation and adjustment of economic value added
2.3 Momentum of economic value added and efficiency of enterprise value creation
2.3.1 The core idea of economic value added momentum
2.3.2 Decomposition analysis of economic value added momentum
2.3.3 Management orientation of economic value added momentum
2.4 How production and operation efficiency drives changes in value creation efficiency
2.4.1 Focus on the main business and make clear the focus of investment
2.4.2 Mismatch between cost and revenue growth
2.5 How does market profitability drive changes in value creation efficiency
2.5.1 The profitability of the restricted low price strategy decreases
2.5.2 Market share expansion and income growth slowdown
2.6 How to use the momentum of economic value added to judge the type of enterprise growth
2.6.1 Judgment of enterprise growth type
2.6.2 Analysis of enterprise growth trend
2.7 Management's tradeoff decision on value creation efficiency
2.7.1 Develop the market in advance by weighing the business layout
2.7.2 Weigh production and operation and invest in R&D in advance
2.8 Case summary and discussion questions
Appendix 2A Calculation and Adjustment Method of Economic Value Added
Appendix 2B Calculation Method of Economic Value Added of Central Enterprises
Case 3 Trade off between enterprise's high-speed growth strategy and working capital management efficiency Based on the case analysis of Poly Real Estate
3.1 Case overview
3.2 Rapid expansion of working capital
3.2 Rapid expansion of working capital
3.2 Rapid expansion of working capital
3.3 Deposition of inventory funds
3.3.1 Inventory structure of Poly Real Estate
3.3.2 The inventory capital occupation of Poly Real Estate is higher than the industry level
3.3.2 The inventory capital occupation of Poly Real Estate is higher than the industry level
3.3.4 Reasons for Poly Real Estate's hoarding of land
3.4 Financing guarantee of working capital
3.4.1 Financing strategy of Poly Real Estate working capital
3.4.2 Financing source of Poly Real Estate's working capital
3.4_3 Debt repayment pressure brought by bank loans to Poly Real Estate
3.5 Balance ability of cash flow
3.5.1 Cash flow structure of Poly Real Estate
3.5.2 Capital chain status of Poly Real Estate
3.6 Impact of macro-control policies on Poly Real Estate
3.6.1 National macro-control policies
3.6.2 Impact of macro-control policies on the company
3.7 Trade off between competitive advantage and working capital efficiency
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Case 4 How private enterprises ease financing constraints, achieve rapid growth and improve corporate governance
Case 5 Decision on the management of the growth rate of the company's operating income under financing constraints
Case 6 Risk and return analysis of equity funds and bond funds
Case 7 Comparison and selection of different repayment methods of house purchase loan
Case 8 Decision on whether to reinvest the enterprise's sustainable investment project
Case 9 Trade off between market environment change, capacity investment decision and financial liquidity
Case 10 Equity incentive for company executives: golden handcuffs or golden watches
Case 11 Balance and decision of different financing methods under the constraints of financing cost and financial liquidity
Case 12 Factors influencing financing structure and management's tradeoff decision
Case 13 Balance between cash dividend distribution and long-term development capacity of the company
Case 14 Corporate value management decision based on competitive advantage strategy
Case 15 What impact will financial leasing decisions have on the financial situation of enterprises
