Jones, the Falling Rate of Profit and the Great Recession Final Corrected
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On the Classification of Economic Fluctuations
This PDF is a selection from an out-of-print volume from the National Bureau of Economic Research Volume Title: Explorations in Economic Research, Volume 2, number 2 Volume Author/Editor: NBER Volume Publisher: NBER Volume URL: http://www.nber.org/books/moor75-2 Publication Date: 1975 Chapter Title: On the Classification of Economic Fluctuations Chapter Author: John R. Meyer, Daniel H. Weinberg Chapter URL: http://www.nber.org/chapters/c7408 Chapter pages in book: (p. 43 - 78) Moo5 2 'fl the 'if at fir JOHN R. MEYER National Bureau of Economic on, Research and Harvard (Jriiversity drawfi 'Ces DANIEL H. WEINBERG National Bureau of Economic iliOns Research and'ale University 'Clical Ihit onth Economic orith On the Classification of 1975 0 Fluctuations and ABSTRACT:Attempts to classify economic fluctuations havehistori- cally focused mainly on the identification of turning points,that is, so-called peaks and troughs. In this paper we report on anexperimen- tal use of multivariate discriminant analysis to determine afour-phase classification of the business cycle, using quarterly andmonthly U.S. economic data for 1947-1973. Specifically, weattempted to discrimi- nate between phases of (1) recession, (2) recovery, (3)demand-pull, and (4) stagflation. Using these techniques, we wereable to identify two complete four-phase cycles in the p'stwarperiod: 1949 through 1953 and 1960 through 1969. ¶ As a furher test,extrapolations were made to periods occurring before February 1947 andalter September 1973. Using annual data for the period 1926 -1951, a"backcasting" to the prewar U.S. economy suggests that the n.ajordifference between prewar and postwar business cycles isthe onii:sion of the stagflation phase in the former. -
Preparing a Short-Term Cash Flow Forecast
Preparing a short-term What is a short-term cash How does a short-term cash flow forecast and why is it flow forecast differ from a cash flow forecast important? budget or business plan? 27 April 2020 The COVID-19 crisis has brought the importance of cash flow A short-term cash flow forecast is a forecast of the The income statement or profit and loss account forecasting and management into sharp focus for businesses. cash you have, the cash you expect to receive and in a budget or business plan includes non-cash the cash you expect to pay out of your business over accounting items such as depreciation and accruals This document explores the importance of forecasting, explains a certain period, typically 13 weeks. Fundamentally, for various expenses. The forecast cash flow how it differs from a budget or business plan and offers it’s about having good enough information to give statement contained in these plans is derived from practical tips for preparing a short-term cash flow forecast. you time and money to make the right business the forecast income statement and balance sheet decisions. on an indirect basis and shows the broad categories You can also access this information in podcast form here. of where cash is generated and where cash is spent. Forecasts are important because: They are produced on a monthly or quarterly basis. • They provide visibility of your future cash position In contrast, a short-term cash flow forecast: and highlight if and when your cash position is going to be tight. -
Capital, Profit, and Accumulation: the Perspectives of Karl Marx and Henry George Compared
11 Matthew Edel Capital, Profit, and Accumulation: The Perspectives of Karl Marx and Henry George Compared The centenary of Progress and Poverty follows by only a few years that of Volume I of Marx's Capital. These two great works of radical economics both appeared in a period of economic turmoil - a long-swing downturn marked by disruption of existing economic relationships, depression, and the rise of new industrial monopolies. Both books pro- posed systems for analysis of economic conditions and advocated revolu- tionary changes. Both were based on the classical writings of David Ricardo, although their systems and proposals differ in many ways. Both won adherents, and both still have them, although Marx has had more impact on policy. In the present paper, I explore some of the differences between the economic analyses of Marx and George. Centenaries are a time for ecumenical dialogue. More important, the modern world's challenges re- quire greater theoretical precision and cross-fertilization of ideas. I shall focus on the treatment of capital, profits, and accumulation in the two theories. The relationship between Marxist economics and the economics of Henry George has often been an antagonistic one, notwithstanding cer- tain common themes. Rival schools often treat each other only with studied ignorance or calumny. Mutual learning and a clarification of fun- damental axioms through confrontation are foregone. 205 206 LAND AS A TAX BASE Both Karl Marx and Henry George were capable of careful and pene- trating analyses of their predecessors in political economy. Whatever the merits of a description of either man as a "post Ricardian" (surely Samuelson's "minor" is unwarranted), both knew and could explain their differences with Ricardo (1821), Malthus (1798), Wakefield (1849), or Mill (1848). -
Economic Impact Analysis Trans Canada Trail in Ontario
Economic Impact Analysis Trans Canada Trail in Ontario August 2004 The Ontario Trillium Foundation, an agency of the Ministry of Culture, receives annually $100 million of government funding generated through Ontario's charity casino initiative. PwC Tourism Advisory Services Table of Contents Page # Executive Summary.......................................................................................................i – iv 1. Introduction ...................................................................................................................1 2. Trans Canada Trail in Ontario.......................................................................................5 General Description.................................................................................................5 Geographic Segmentation........................................................................................5 Current Condition....................................................................................................6 3. Economic Impact Analysis............................................................................................7 Overview .................................................................................................................7 The Economic Model ..............................................................................................9 4. Study Methodology .....................................................................................................11 Approach ...............................................................................................................11 -
Reading and Understanding Nonprofit Financial Statements
Reading and Understanding Nonprofit Financial Statements What does it mean to be a nonprofit? • A nonprofit is an organization that uses surplus revenues to achieve its goals rather than distributing them as profit or dividends. • The mission of the organization is the main goal, however profits are key to the growth and longevity of the organization. Your Role in Financial Oversight • Ensure that resources are used to accomplish the mission • Ensure financial health and that contributions are used in accordance with donor intent • Review financial statements • Compare financial statements to budget • Engage independent auditors Cash Basis vs. Accrual Basis • Cash Basis ▫ Revenues and expenses are not recognized until money is exchanged. • Accrual Basis ▫ Revenues and expenses are recognized when an obligation is made. Unaudited vs. Audited • Unaudited ▫ Usually Cash Basis ▫ Prepared internally or through a bookkeeper/accountant ▫ Prepared more frequently (Quarterly or Monthly) • Audited ▫ Accrual Basis ▫ Prepared by a CPA ▫ Prepared yearly ▫ Have an Auditor’s Opinion Financial Statements • Statement of Activities = Income Statement = Profit (Loss) ▫ Measures the revenues against the expenses ▫ Revenues – Expenses = Change in Net Assets = Profit (Loss) • Statement of Financial Position = Balance Sheet ▫ Measures the assets against the liabilities and net assets ▫ Assets = Liabilities + Net Assets • Statement of Cash Flows ▫ Measures the changes in cash Statement of Activities (Unaudited Cash Basis) • Revenues ▫ Service revenues ▫ Contributions -
Return on Investment. Not Just a For-Profit-Business Concept. Kristen Jones, Manager | Assurance
views March 2016 Return on Investment. Not Just a For-Profit-Business Concept. Kristen Jones, Manager | Assurance In the for-profit world today, executives and analysts are often discussing a company’s or project’s return on investment or ROI. Indeed, for-profit entities are often judged by their ability to create sufficient ROI for their investors. Calculating ROI for a personal investment is as simple as calculating the ratio of payoff of an investment to cash or capital invested. For example, an investor who buys $1,000 of stock and sells it two years later for $2,000 nets a profit of $1,000, resulting in an ROI of 100 percent (the kind of ROI we would all love to see on our personal investments). ROI does not have to be, nor should it be, limited to a for-profit • Financial Example - Fundraising gala with gross revenue concept. The idea of an ROI can be very valuable in project of $500,000 and expenses of $250,000 generates an ROI evaluation for not-for-profit organizations. Consideration of of 50 percent. ROI will allow a not-for-profit to assess the impact of intended outcomes as compared to the required financial investment. It • Non-Financial Example - Blood donor need and education can help an organization operate more effectively and efficiently awareness activities costing $100,000 resulting in 500 new through improved utilization of staff and volunteer hours, donors generates an ROI of 1 new donor per $200 invested. expanded investor and donor pools and, ultimately, an improved Board members who are affiliated with businesses who use ROI bottom line to allow for expanded mission projects. -
SPECIAL REPORT (C) Tax Analysts 2014
SPECIAL REPORT (C) Tax Analysts 2014. All rights reserved. does not claim copyright in any public domain or third party content. tax notes™ Practical Considerations for F. Boilerplate Profits Interests Provisions . 1288 Issuing Profits Interests, Part 2 IV. Practical Considerations ............. 1289 A. Tax Reporting .................. 1289 By Afshin Beyzaee B. Self-Employment Taxes ............ 1289 C. Type of Partnership Interest ......... 1290 D. Profits Interests’ Voting Rights ....... 1290 Afshin Beyzaee is a part- E. Tax Distributions .................1291 ner in the Los Angeles office F. Multiplicity of Partners ............ 1291 of Liner LLP, where he heads the firm’s tax practice. G. Drag-Along Provisions ............ 1292 The author would like to H. Tag-Along Provisions ............. 1294 thank Hatef Behnia and J. I. Valuation of Partnership and Assets ....1294 Nicholson Thomas for their J. Revaluation of Partnership Assets ..... 1295 invaluable comments and K. Top-Up Profits Interests ............ 1296 suggestions. L. Grants Not From Partnership ........ 1296 In this report, Beyzaee M. Disqualification Issues for Afshin Beyzaee discusses how profits inter- Partnership .................... 1297 ests can provide an equity incentive to people N. Proposed Carried Interest Legislation . 1297 providing services to a partnership. The tax treat- V. Probably-Not-Final Thoughts ......... 1297 ment to the recipient is favorable, and there are almost endless possibilities in terms of how they III. Structuring Profits Interests are structured. But their use raises a host of issues, in both implementation and administration, that practitioners should be attuned to. And although There are almost infinite possibilities for structur- profits interests have been sanctioned by the IRS for ing variations on the profits interests, giving prac- some time, many unanswered questions about their titioners and business owners great flexibility in treatment remain. -
Information to Users
INFORMATION TO USERS This manuscript has been reproduced from the microfilm master. UMI films the text directly from the original or copy submitted. Thus, som e thesis and dissertation copies are in typewriter face, while others may be from any type of computer printer. The quality of this reproduction is dependent upon the quality of the copy submitted. Broken or indistinct print, colored or poor quality illustrations and photographs, print bleedthrough, substandard margins, and improper alignment can adversely affect reproduction. In the unlikely event that the author did not send UMI a complete manuscript and there are missing pages, these will be noted. Also, if unauthorized copyright material had to be removed, a note will indicate the deletion. Oversize materials (e.g., maps, drawings, charts) are reproduced by sectioning the original, beginning at the upper left-hand corner and continuing from left to right in equal sections with small overlaps. Photographs included in the original manuscript have been reproduced xerographically in this copy. Higher quality 6” x 9” black and white photographic prints are available for any photographs or illustrations appearing in this copy for an additional charge. Contact UMI directly to order. ProQuest Information and Learning 300 North Zeeb Road, Ann Arbor, Ml 48106-1346 USA 800-521-0600 ____ ® UMI BEFORE THE GREAT SOCIETY: LIBERALISM, DEINDUSTRIALIZATION AND AREA REDEVELOPMENT IN THE UNITED STATES, 1933 - 1965 DISSERTATION Presented in Partial Fulfillment of the Requirements for the Degree Doctor of Philosophy in the Graduate School of The Ohio State University By Gregory S. Wilson, M.A. ***** The Ohio State University 2001 Dissertation Committee: Approved by Professor William R. -
Frs139-Guide.Pdf
The KPMG Guide: FRS 139, Financial Instruments: Recognition and Measurement i Contents Introduction 1 Executive summary 2 1. Scope of FRS 139 1.1 Financial instruments outside the scope of FRS 139 3 1.2 Definitions 3 2. Classifications and their accounting treatments 2.1 Designation on initial recognition and subsequently 5 2.2 Accounting treatments applicable to each class 5 2.3 Financial instruments at “fair value through profit or loss” 5 2.4 “Held to maturity” investments 6 2.5 “Loans and receivables” 7 2.6 “Available for sale” 8 3. Other recognition and measurement issues 3.1 Initial recognition 9 3.2 Fair value 9 3.3 Impairment of financial assets 10 4. Derecognition 4.1 Derecognition of financial assets 11 4.2 Transfer of a financial asset 11 4.3 Evaluation of risks and rewards 12 4.4 Derecognition of financial liabilities 13 5. Embedded derivatives 5.1 When to separate embedded derivatives from host contracts 14 5.2 Foreign currency embedded derivatives 15 5.3 Accounting for separable embedded derivatives 16 5.4 Accounting for more than one embedded derivative 16 6. Hedge accounting 17 7. Transitional provisions 19 8. Action to be taken in the first year of adoption 20 Appendices 1: Accounting treatment required for financial instruments under their required or chosen classification 21 2: Derecognition of a financial asset 24 3: Financial Reporting Standards and accounting pronouncements 25 1 The KPMG Guide: FRS 139, Financial Instruments: Recognition and Measurement Introduction This KPMG Guide introduces the requirements of the new FRS 139, Financial Instruments: Recognition and Measurement. -
Down Market Battle Plan
The Shape of Recovery: What’s Next? Panelists Leon LaBrecque Matt Pullar JD, CPA, CFP®, CFA Vice President, Private Client Chief Growth Officer Services 248.918.5905 216.774.1192 [email protected] [email protected] 2 As an independent financial services firm, our About Sequoia salaried, non-commission professionals have Financial Group access to a variety of solutions and resources and our recommendations are based solely on what works best for you, not us. 3 1. What are we monitoring? 2. What are we hearing from our Financial investment partners? Market Update 3. What are we recommending? 4 COVID-19: U.S. Confirmed Cases and Fatalities S o urce: Johns Hopkins CSSE, J.P. Morgan Asset Management. Guide to the Markets – U.S. Data are as of June 30, 2020. 5 Consumer Sentiment Index S o urce: CONSSENT Index (University of Michigan Consumer Sentiment Index) Copyright 2020 Bloomberg Finance L.P. 17-Jul-2020 6 COVID-19: Fatalities S o urce – New York Times https://static01.nyt.com/images/2020/0 7/20/multimedia/20-MORNING- 7DAYDEATHS/20-MORNING- 7DAYDEATHS-articleLarge.png 7 High-Frequency Economic Activity S o urce: Apple Inc., FlightRadar24, Mortgage Bankers Association (MBA), OpenTable, STR, Transportation Security Administration (TSA), J.P. Morgan Asset Management. *Driving directions and total global flights are 7- day moving averages and are compared to a pre-pandemic baseline. Guide to the Markets – U.S. Data are as of June 30, 2020. 8 S&P 500 Index at Inflection Points S o urce: Compustat, FactSet, Federal Reserve, Standard & Poor’s, J.P. -
Asset Allocation for Non-Profits: a Fiduciary's Guidebook
Russell Research Russell Asset allocation for non-profits: A fiduciary’s guidebook fiduciary’s A Asset allocation non-profits: for Russell Research Asset allocation for non-profits: A fiduciary’s guidebook Introduction by Bob Collie, FIA Chief Research Strategist, Americas Institutional Nothing contained in this material is intended to constitute legal, tax, securities, or investment advice, nor an opinion regarding the appropriateness of any investment, nor a solicitation of any type. The general information contained in this publication should not be acted upon without obtaining specific legal, tax, and investment advice from a licensed professional. These views are subject to change at any time based upon market or other conditions and are current as of the date at the beginning of each document. The opinions expressed in this material are not necessarily those held by Russell Investments, its affiliates or subsidiaries. While all material is deemed to be reliable, accuracy and completeness cannot be guaranteed. The information, analysis and opinions expressed herein are for general information only and are not intended to provide specific advice or recommendations for any individual or entity. Table of contents PAGE # TITLE AUTHOR(S) PUBLISHED 2 Introduction Bob Collie, FIA 4 Once upon a time... D. Don Ezra, FIA September 2012 A historical overview of the development of asset allocation for non-profit organizations 14 Dimensions of difference in nonprofit investment Bob Collie, FIA August 2012 22 Balancing investment and spending decisions for Steve Murray, Ph.D, CFA March 2000 endowments and foundations 30 Non-profit spending rules Steve Murray, Ph.D, CFA October 2011 36 Understanding the effects of spending policies for Yuan-An Fan, Ph.D August 2004 endowments and foundations Steve Murray, Ph.D, CFA 62 Purpose and origin of the 5% payout rule for non-operating Aurea Astro September 2003 private foundations John H. -
Capitalism and Society
Capitalism and Society Volume 4, Issue 2 2009 Article 3 Capitalist Entrepreneurship: Making Profit through the Unmaking of Economic Orders Thorbjørn Knudsen∗ Richard Swedberg† ∗University of Southern Denmark †Cornell University Copyright c 2009 The Berkeley Electronic Press. All rights reserved. Capitalist Entrepreneurship: Making Profit through the Unmaking of Economic Orders Thorbjørn Knudsen and Richard Swedberg Abstract This is a theoretical paper in which we attempt to present an economic and sociological the- ory of entrepreneurship. We start from Schumpeter’s idea in Theory of Economic Development that the economy can be conceptualized as a combination and innovations as new combinations. Schumpeter also spoke of resistance to entrepreneurship. By linking the ideas of combination and resistance, we are in a position to suggest a theory of capitalist entrepreneurship. An existing combination, we propose, can be understood as a social formation with its own cohesion and re- sistance – what may be called an economic order. Actors know how to act; and profit is low and even in these orders. Entrepreneurship, in contrast, breaks them up by creating new ways of doing things and, in doing so, produces entrepreneurial profit. This profit inspires imitators until a new order for how to do things has been established; and profit has become low and even once more. Entrepreneurship is defined as the act of creating a new combination that ends one economic order and clears the way for a new one. The implications of this approach for a number of topics