In chapters 3 and 4, Higgins highlights the danger of "growing broke" (versus going broke) in the context of rapid sales growth.At first glance, this might seem a bit counterintuitive - i.e., isn't fast growth a good thing?Why can it pose a problem?Next, elaborate upon how managers can use forecasting to better manage its growth expectations.Finally, can you think of real-world examples of organizations growing too quickly?Please feel free to elaborate upon these topics in a discussion over key concepts you found most interesting and/or appealing in chapters 3 and 4.

Analysis for Financial Management 12th Edition Author(s): Higgins Publisher: McGraw Hill Print ISBN: 9781260140729