Cases and Materials on Sales or Performance Management

Cases and Materials on Sales

Author: Jr Benfield

This edition continues the organization of the previous editions, with a chapter introducing law school students to the organizations which prepared the Uniform Commercial Code and the Code's basic coverage. Chapters then review the creation of the sales contract, the terms of the contract, the performance of the contract, and damages for breach. The final chapters deal with excuse by impossibility or frustration, property rights of buyers against third parties, and documentary transactions.

Interesting book: Getting It Right or The Betty Ford Center Book of Answers

Performance Management: Finding the Missing Pieces (to Close the Intelligence Gap)

Author: Gary Cokins

Praise for Performance Management

"We are witnessing a convergence among advanced management concepts and practices. Performance management is a means to pull it all together, to understand the strengths and limitations of each management practice and leverage it for competitive advantage. Cokins' book walks us through all this in a manner that makes something confusing much less so.
There is no one right answer for any situation. The answer lies in a balance of concepts and the integration of them. Performance Management is the glue that holds them all together.
This book helps the reader understand the breadth of PM. It's not just about measuring!"
—John F. Morrow, CPA, AICPA Vice President, The New Finance

"Gary Cokins has articulated the '411' of performance management. His combination of personal anecdotes with fundamental cost and performance management theories provides business leaders at all levels, in any industry or profession, a solid resource for practicing their work.
This book is not only an invaluable resource for those new to performance management but provides guidance, wisdom, support, and insight to all industry leaders and managers. Cokins has organized and simplified the many complex performance management theories, associated tools, and infrastructure for the reader.
Buy it, read it, and give it to your colleagues—then celebrate your successes!"
—Sue Swertfeger, Senior Manager, Owens & Minor

Table of Contents:

	About the Author
	About the Web Site
	Preface
1	Why the Need for Performance Management as a System?	1
2	Integrating a Suite of Proven Methodologies	21
3	Support from Fact-Based Data and Information Technology	31
4	Measurement Problems and Solutions	41
5	Strategy Maps and Scorecards as a Solution	48
6	Strategic Objectives' Drive Gears: Cascading Measures	53
7	A Recipe for Implementation	58
8	The Human Side of Collaboration	68
9	Fact-Based Management Accounting Data	75
10	Scorecards and Strategy Maps: Enablers for Performance Management	80
11	If Activity-Based Management Is the Answer, What Is the Question?	85
12	Activity-Based Management Model Design and Principles: Key to Success	98
13	Operational (Local) Activity-Based Management for Continuous Improvement	110
14	Strategic Activity-Based Management for Customer and Channel Profitability Analysis	117
15	Predictive Costing, Predictive Accounting, and Budgeting	131
16	Activity-Based Management Supports Performance Management	142
17	Customer Intelligence and Customer Relationship Management	151
18	Supplier Intelligence: Managing Economic Profit across the Value Chain	173
19	Process Intelligence with Six Sigma Quality and Lean Thinking	194
20	Shareholder Intelligence: Return on Whose Investment?	214
21	Employee Intelligence: Human Capital Management	237
22	Data Management and Mining with Performance Management	249
23	Final Thoughts: Linking Customers to Shareholders	262
	Index	273