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
Leave A Comment