Advanced Financial Planning, Budgeting and Decision Making

Cairo – EGYPT

18th – 22nd March 2018

25th – 29th March 2018

 

Objectives

Acquire an Understanding of the Fundamentals of the Successful Management of Corporate Financial Performance, from the Development of Strategy through Planning and Budgeting to Performance Monitoring and Control

Develop Practical Experience of the workings of a Best Practice Financial Performance Management Model, and of How to Improve Corporate Financial Performance in Real-Life

Raise Financial Skills

 

Participant

Professionals with strategic and financial responsibility, Professionals who need to understand strategic implementation and its financial impact, along with other personnel in operations, finance, operations, engineering, planning, procurement and any other area affected by strategic decisions, those whom are held accountable for financial performance

 

Contents

The Challenge of Financial Economic Decision-Making

The practice of financial economic analysis

Corporate value and shareholder value

A dynamic perspective of business Benchmarking your own strategic position/competitor analysis

The agency problem and corporate governance

What information and data to use?

The nature of financial statements

The context of financial analysis and decision-making

Assessment of Business Performance

Ratio analysis and business performance

Management’s point of view

Owners’ point of view

Lenders’ point of view

Ratios as a system – pyramids of ratios

Integration of financial performance analysis – the Dupont system

Economic value added (EVA)

Predicting financial distress

Projection of Financial Requirements

Interrelationship of financial projections

Operating budgets

Standard costing and variance analysis

Cash forecasts and cash budgets

Sensitivity analysis

Dynamics and growth of the business system

Operating leverage

Financial growth plans

Financial modelling

Analysis of Investment Decisions

Applying time-adjusted measures

Net present value (NPV) and internal rate of return (IRR)

Strategic perspective

EVA and NPV

Refinements of investment analysis

Equivalent annual cost (EAC)

Modified internal rate of return (MIRR)

Sensitivity analysis, scenario analysis, simulation, and NPV break-even

Dealing with risk and changing circumstances

Valuation and Business Performance

Managing for shareholder value

Shareholder value creation in perspective

Evolution of value-based methodologies

Creating value in restructuring and combinations

Financial strategy in acquisitions

Business valuation

Business restructuring and reorganisations

Management buy outs (MBOs) and management buy ins (MBIs)

Strategic and Financial Planning

Financial vs. managerial accounting

Exploring the linkages between strategy, budgeting, costing and performance measurement

Understanding what strategic planning is and why it is important

Mission; Vision; Strategy; Goals and Objectives

The outside environment and the internal context: SWOT and PESTEL analysis

What is happening in your company

Looking for the drivers of value creation

Examples and cases

The Framework for Budgeting

What is a budget – why create a budget?

The budgeting framework

Various types of budgets

The budgeting process and the human side of budgeting

Sales forecasting and budgeting schedules

What is the budgeting process in your company?

Top down vs. bottom-up budget; incremental vs. zero-based

Examples of budgetary schedules

Cost Analysis for Budgeting

What is costing? Defining costs

Cost behavior – Fixed and variable

Breakeven models – The Equation Method

The contribution margin concept

Direct and indirect costs

Traditional vs. Activity Based Costing

Product vs. period costs

Case study and examples

Budgeting: case study day – Controlling the budget variances

What is the situation in your organization?

Is budgeting organized by department and/or projects?

Budget variance analysis

Describe the difference between a static budget and a flexible budget

Compute flexible-budget variances and sales-volume variances

Explain why standard costs are often used in variance analysis

Integrate continuous improvement into variance analysis

Case study, examples and exercises

Broadening Performance Measurement Systems

Advantages and disadvantages of budgeting

How to improve budgeting in your organization

What next? Beyond the Budget…

The Balanced Scorecard: linking Strategy to budgeting to Performance Measurement

Financial perspective, Customer perspective

Internal Business Process perspective, Learning and growth perspective

Developing and adapting the scorecard

Case study illustration

Language : English & Arabic .

Fees : 2500$

Daily schedule :

Lecture1  9 :  11 Am

Rest  1 11 :  11.15 Am

Lecture2 11.15 :  12.45 Pm

Rest 2 12.45 : 2 Pm

Lecture3 2 :  3 Pm

 

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