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ACCA P1, P2, P3, P4 & P5 (DNP)
磁力链接/BT种子名称
ACCA P1, P2, P3, P4 & P5 (DNP)
磁力链接/BT种子简介
种子哈希:
a36d827b4eb754b84ab887c282597d74c111fed1
文件大小:
713.5M
已经下载:
1384
次
下载速度:
极快
收录时间:
2017-03-01
最近下载:
2024-11-19
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磁力链接下载
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文件列表
P4 CD - 1/1 Stakeholder, Environmental & Ethical issues.mp3
26.3 MB
P5 CD - 1/05 - Economic, Fiscal and Environmental Factors.mp3
25.4 MB
P5 CD - 2/08 - Current Developments & Emerging Issues in Perf MGT.mp3
23.7 MB
P2 CD - 1/03 - Non current assets.mp3
21.7 MB
P2 CD - 1/06 - Financial Instruments.mp3
19.7 MB
P5 CD - 1/01 - Introduction to Strategic Mgt Accounting.mp3
19.4 MB
P4 CD - 2/8.mp3
18.6 MB
P4 CD - 1/2 Investment Appraisal Techniques, Financing and Options.mp3
18.3 MB
P5 CD - 1/03 - Changes in BSNS structure & MGT Accounting.mp3
17.0 MB
P4 CD - 1/6 Predicting Corporate failure & BSNS Restructure & Reorg.mp3
15.3 MB
P2 CD - 2/02 - Consolidation + Joint Ventures.mp3
14.8 MB
P4 CD - 2/10.mp3
14.7 MB
P5 CD - 1/06 - Perf Measurement Systems and design.mp3
14.0 MB
P2 CD - 1/01 - The Framework.mp3
13.7 MB
P4 CD - 1/3 Intl Investment decisions & the impact that capital investment on multinational comps.mp3
13.5 MB
P5 CD - 2/03 - Divisional Perf & Transfer Pricing.mp3
13.3 MB
P5 CD - 1/02 - Alternative approaches to budgeting for controls.mp3
13.1 MB
P4 CD - 2/11.mp3
13.1 MB
P4 CD - 2/12.mp3
13.0 MB
P5 CD - 1/04 - Effect of information technology on Modern MGT Accounting.mp3
12.7 MB
P5 CD - 2/01 - Perf Hierarchy & Strategic Perf Measurement.mp3
12.5 MB
P2 CD - 2/08 - Reporting for Specialised Entities.mp3
12.4 MB
P5 CD - 2/07 - Predicting & Preventing Corporate Failure.mp3
12.3 MB
P3 CD - 2/10 Quality.mp3
12.2 MB
P2 CD - 1/05 - IAS 12 TAXES.mp3
12.1 MB
P4 CD - 1/5 Regulations on Acquistions and mergers & How to finance them.mp3
11.6 MB
P3 CD - 2/9 E-BSNS.mp3
10.9 MB
P5 CD - 2/06 - Behavioural Aspects of Perf Measurement.mp3
10.6 MB
P2 CD - 2/01 - Performance Reporting.mp3
10.5 MB
P2 CD - 1/07 - Provisions + IAS 10.mp3
9.7 MB
P2 CD - 1/10 - IFRS 2 Share Based Payments.mp3
9.7 MB
P4 CD - 1/4 Acquistions and merges and how to value them.mp3
9.3 MB
P2 CD - 2/04 - Changes in group structures.mp3
9.1 MB
P1 CD - 2/Track15.mp3
8.8 MB
P2 CD - 2/05 - Continuing & Discontd Operations.mp3
8.6 MB
P1 CD - 2/Track17.mp3
8.5 MB
P2 CD - 2/12 - Preparations of Reports.mp3
8.5 MB
P5 CD - 2/02 - Strategic Perf Issues In Complex BSNS Structures.mp3
8.2 MB
P4 CD - 2/9.mp3
8.1 MB
P1 CD - 1/Track01.mp3
8.0 MB
P1 CD - 1/Track05.mp3
7.8 MB
P3 CD - 1/8 Improving BSNS Processes.mp3
7.8 MB
P4 CD - 2/7.mp3
7.8 MB
P2 CD - 1/04 - Employee benefits.mp3
7.7 MB
P1 CD - 1/Track03.mp3
7.6 MB
P5 CD - 2/04 - Alternative use of Perf Measurement.mp3
7.4 MB
P2 CD - 2/06 - Foreign Subsidiary.mp3
7.2 MB
P2 CD - 1/08 - IAS 17 Leases.mp3
7.0 MB
P3 CD - 1/6 Strategic Options for the corporate parent.mp3
7.0 MB
P2 CD - 2/07 - Cashflow Statements.mp3
6.8 MB
P3 CD - 1/3 Competitors and Customers.mp3
6.8 MB
P1 CD - 1/Track02.mp3
6.6 MB
P3 CD - 2/11 Project MGT.mp3
6.5 MB
P2 CD - 2/11 - Implications of changes in Accounting regulations on Fin Stmts.mp3
6.5 MB
P3 CD - 2/13 Strategic Change.mp3
6.5 MB
P2 CD - 2/09 - International Issues.mp3
6.1 MB
P3 CD - 1/4 Strategic Capability.mp3
6.0 MB
P2 CD - 1/02 - Ethics.mp3
5.8 MB
P1 CD - 1/Track08.mp3
5.5 MB
P3 CD - 1/7 BSNS Units strategy.mp3
5.5 MB
P3 CD - 2/12 Human Resource MGT.mp3
5.5 MB
P2 CD - 2/03 - Complex Groups.mp3
5.4 MB
P1 CD - 1/Track07.mp3
5.3 MB
P1 CD - 2/Track09.mp3
5.3 MB
P1 CD - 2/Track16.mp3
5.1 MB
P2 CD - 2/10 - Current Developments.mp3
5.0 MB
P3 CD - 1/5 Stake holder, Ethics and Culture.mp3
4.9 MB
P3 CD - 1/01 Strategy.mp3
4.7 MB
P5 CD - 2/05 - Non financial Perf Indicators.mp3
4.4 MB
P1 CD - 2/Track12.mp3
3.5 MB
P1 CD - 2/Track14.mp3
3.4 MB
P1 CD - 1/Track04.mp3
3.2 MB
P2 CD - 1/09 - IAS 18 Revenue recog.mp3
3.2 MB
P3 CD - 1/2 Environmental Issues.mp3
2.3 MB
P1 CD - 2/Track13.mp3
2.2 MB
P1 CD - 2/Track11.mp3
2.2 MB
P1 CD - 1/Track06.mp3
1.9 MB
P1 CD - 2/Track10.mp3
1.9 MB
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本站不存储任何资源内容,只收集BT种子元数据(例如文件名和文件大小)和磁力链接(BT种子标识符),并提供查询服务,是一个完全合法的搜索引擎系统。 网站不提供种子下载服务,用户可以通过第三方链接或磁力链接获取到相关的种子资源。本站也不对BT种子真实性及合法性负责,请用户注意甄别!
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