Wincanton CFO，Adrian Colman

Given the breadth of Wincantons business and customer segments， finance plays a key role in meeting volume demand for its fleet， whether by using its own fleet or finding sub-contractors to pick up the slack. “The big three asset pools are people， property and vehicles. We share resources across multiple contracts and have an efficiency programme around driver behaviour， reducing damage to fleet and MPG impact，” he explains. “The focus has been on generating free cash to reduce debt and keep payments down. “It was over-leveraged； there was too much bank debt and pseudo-debt. The balance of company value to the proportion of debt is more sustainable，” he says. “The focus has been on generating free cash to reduce debt and keep payments down.”

英國Wincanton是歐洲首屈一指提供先進(jìn)供應(yīng)鏈方案及設(shè)計(jì)的物流公司。鑒于Wincanton的業(yè)務(wù)范圍之廣、客戶細(xì)分之準(zhǔn)確，無論是使用自己的船隊(duì)或是尋找分包商，財(cái)務(wù)在滿足艦隊(duì)需求方面發(fā)揮了關(guān)鍵作用。CFO Adrian Colman 解釋說，“我們的三大資產(chǎn)是人員、固定資產(chǎn)和交通工具。我們要將資源分配到多個(gè)合同的執(zhí)行， 對(duì)司機(jī)的活動(dòng)有專門的效率方案，以減少船隊(duì)的損壞和增加每加侖行駛的英里數(shù)。” Wincanton曾經(jīng)負(fù)債過高，銀行債務(wù)和假賬過多?！爸挥斜３謨r(jià)值和債務(wù)比例平衡才能可持續(xù)發(fā)展。因此，我們?cè)欢汝P(guān)注增加自由現(xiàn)金量來減少債務(wù)和應(yīng)付賬款?！?/p>

Merlin Entertainments CFO， Andrew Carr

Merlin has a strategy its executive team and backers are happy with. Thats about creating value in the long term， and it means not being sucked into short-term thinking by the markets， according to Carr.“You have to continually remind yourself not to get caught up in the trap of worrying too much about the short-term bumps in the road， which inevitably happen，” he says.“Everyone wants to interpret absolutely everything that occurs in a business and extrapolate it based on short-term information. The market lives and breathes by determining whether you are a share that they want to buy or sell； its never about a share they want to hold because people only make commissions when shares are being traded.”

世界第二大主題公園運(yùn)營商梅林娛樂（Merlin Entertainments）制定了一項(xiàng)令執(zhí)行團(tuán)隊(duì)和支持者都滿意的戰(zhàn)略。那就是關(guān)注長遠(yuǎn)的價(jià)值創(chuàng)造，不卷入市場的短期思維。CFO Andrew Carr強(qiáng)調(diào)，“你需要不斷提醒自己不要陷入對(duì)短期挫折的擔(dān)憂之中。這種擔(dān)憂很容易產(chǎn)生，因?yàn)槊總€(gè)人都想基于短期信息對(duì)商業(yè)中發(fā)生的一切進(jìn)行理解和推斷。市場就是靠判斷要買進(jìn)還是賣出股票來維持運(yùn)轉(zhuǎn)；而不是長時(shí)間持有一只股票，因?yàn)橹挥薪灰装l(fā)生才能產(chǎn)生傭金。”

Schroders FD，Kevin Parry

Parry is a “fan” of mark-to-market. He does raise concerns， citing pensions accounting， where problems can take “decades to sort out” but companies have to resolve deficits in timescales that “are unrealistic”. “The message is right， but blame the application for the outcome，” he says. “Theres some room for better thought processes.”

作為國際知名資產(chǎn)管理集團(tuán)施羅德（Schroders）的CFO， Kevin Parry是盯市會(huì)計(jì)準(zhǔn)則的忠實(shí)擁護(hù)者；同時(shí)，他也表達(dá)了自己的擔(dān)憂，稱養(yǎng)老金會(huì)計(jì)問題可以用 “幾十年的時(shí)間來解決”，但解決公司的虧損問題沒有明確的時(shí)間表?！坝袝r(shí)候所有的信息都是正確的，但結(jié)果往往取決于如何將信息運(yùn)用于實(shí)踐。因此，一個(gè)充分的思考過程是非常必要的。”