Taxes and Business Strategy: A Planning Approach (3rd Edition)
"Well-thought-out and articulated analysis of key tax issues faced by today's investment bankers. This book will serve as a guide for any new Wall Street entrant or seasoned professional interested in developing more efficient structuring alternatives for clients." — Chad Holm,Lazard LLC"I find SWEMS to be extremely valuable as a reference text. The authors do a terrific job highlighting important economic issues found in a multitude of tax-related transactions. The book is comprehensive and serves as a great starting point for countless tax issues. I recommend this book to any financial economist who is interested in taxes" — John Graham,Fuqua School of Business, Duke University"A superb blend of tax accounting, economics, and corporate strategy delivered in a readable form by preeminent researchers and thinkers in the field. This book is an essential guide for those interested in using taxes as a tool to sharpen their overall corporate finance strategy. Unlike other books on tax accounting, the distinguishing feature of this book lies in its lucid economics-based analysis of taxes" — S. P Kothari,Sloan School, MIT"Taxes and Business Strategy should be required reading for any private equity professional. Rife with examples, it is an easy-to-use guide that emphasizes the importance of effective tax planning in the business and investment decision-making process. The book is an instant classic, like Benjamin Graham's The Intelligent Investor, that forces the reader to rethink the art of the deal." — Jacobson, Vice President,Citigroup Private Equity""Taxes and Business Strategy has been an important reference work since it was first published, and it gets better with each edition." — Eugene F. Fama,Robert R. McCormick Distinguished Service Professor of Finance, University of Chicago""This book has led the way in unifying the way accountants and economists think about taxation. Academics of either stripe should digest its insights on how taxes affect business decisions, as should the people who actually have to make these decisions." — Joel Slemrod,University of Michigan