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PubMed1992

Cashing in on the trend toward variable-term computer leases.

Lessors make a large part of their profit from customer-requested changes such as upgrades or early termination of fixed-term computer leases. As lessees recognize the financial penalty associated with these changes, they are increasingly negotiating for variable-term computer leases.

Commerce↗
PubMed1992

Equipment leasing: are you overlooking what may be your best financing option?

In this era of increasingly scarce resources, it is imperative that decision makers choose alternatives that are the most efficient and effective use of the resources available. In terms of equipment acquisition, this means not only selecting the right equipment but also choosing the best method of financing the acquisition. Leasing is one alternative that may be the most efficient and effective use of capital. Health information managers should have a basic understanding of the factors to be considered when evaluating the lease vs. purchase alternative. In the competition for increasingly scarce resources, knowing how to present alternatives to the decision makers can make the difference between denial or approval of equipment acquisitions for the health information department.

Capital Expenditures↗
PubMed1993

Medicare and Medicaid programs; revaluation of assets; correction--HCFA. Correcting amendments.

This document contains corrections to final regulations (BPD-311-F) that were published September 23, 1992 (F.R. Doc. 92-22582) (57 FR 43906). The regulations describe new limitations on the valuations of assets acquired as the result of changes in ownership occurring on or after July 18, 1984. These changes affect hospitals and skilled nursing facilities under the Medicare program, and hospitals, nursing facilities, and intermediate care facilities for the mentally retarded under the Medicaid program.

Financial Audit↗
PubMedDate not supplied

Uncovering your hidden occupancy costs.

Senior managers at large companies may not believe that they can have much impact on the "bricks and mortar" of their cost structure. They may even think that occupancy costs are too insignificant to worry about, too technical to analyze, and too fixed to control. But as real estate consultant Mahlon Apgar argues, occupancy costs can hurt a company's earnings, share value, and overall performance. On the other hand, every dollar saved drops straight to the bottom line. Shearson Lehman Brothers, for example, has found that it can save as much as $20 million annually by reducing occupancy costs in its branch offices and headquarters. Managing occupancy costs isn't easy. But it is timely. As companies strive to improve productivity by consolidating functions and downsizing staff, they are saddled with excess office space. Expansions abroad present completely different market conditions that put a premium on reducing occupancy costs. At the same time, the changing nature of work is challenging deeply held beliefs about the workplace, and, consequently, traditional expectations of office space are giving way to innovations that are less costly and more productive. To manage occupancy costs, managers must be able to identify their components, measure their impact, understand what drives them, and develop options to change them. Four basic tools help diagnose problems: a cost history, a loss analysis, a component analysis, and a lease aging profile. Understanding cost drivers like leasing, location, and layout can give executives the insights they need to reduce occupancy costs while improving the effectiveness of facilities to support day-to-day operations.

Costs and Cost Analysis↗