Description

Responsible for the performance of the unit entrusted to him, the manager of a profit center breaks down the company's strategy to define his own strategic orientations. An entrepreneur, he detects opportunities in his markets and intervenes in key negotiations. As a manager, he manages the financial results of his activity and makes the necessary investments to prepare for the future. As a manager, he organizes the HR function to accelerate performance. A leader, he mobilizes men and teams. This is the purpose of this intensive cycle which provides complete mastery of the management of a unit during training and allows managers to perfect their practices and enrich their skills.

Who is this training for ?

For whom ?

Manager, senior executive in charge of a profit center, an activity, a decentralized unit or a business unit (BU). Member of the management team, expected to evolve quickly to new functions, who wishes to acquire complete mastery of the direction of a unit (entrepreneur, manager, manager and leader).

Prerequisites

Training objectives

Construct the strategic diagnosis of your entity.

Contribute actively to the financial policy.

Lead as a leader who inspires you to obtain better collective results.

Effectively manage a unit by implementing appropriate methods and tools.

Promote an approach of innovation.

Improve the performance of the human resources management of its entity.

Enrich and broaden the vision of its function.

Training program

• Establish the strategic plan for your unit
  • External analysis - opportunities and threats: macro trends: PESTEL; life cycle of the sector or product; the sector of activity: PORTER matrix; key success factors of the business; positioning of competitors.
  • Internal analysis - strengths and weaknesses: strategic segmentation: DAS; attractions and strengths of DAS; analysis of the value chain; the company's key skills.
  • Determine strategic choices of the company: from the EMOFF audit to strategic choices; PORTER's 3 strategies.
  • Marketing at the service of customer value analysis: identifying customers who provide value value; understand what customers value.
  • Real cases from several sectors
• Remote activities
  • To illustrate the contribution of knowledge: a video 'The 7 stages of an innovation process'.
• Conduct the financial analysis of your entity
  • Financial logic: Selling to win involves investing and financing.
  • Analyze profitability: gross margin, EBITDA, operating profit, etc. Causes of variation in profit: jaws effect and absorption of fixed costs.
  • Financial balances: FR, BFR, TN. Diagnose cash flow crises.
  • Evaluate performance using free cash flow.
  • Develop cash culture. Financial analysis over 3 years of an SME.
• Present your business plan
  • The 8 keys to convincing.
  • Strategic objectives and action plans.
  • Scenario Analysis of a company's business plan.
• Remote activities
  • To benefit from the contributions of an expert on a theoretical or practical point: an expert 'Implementing financial policy'; an expert 'Managing performance: approach and tools'.
• Act as a leader according to your personal qualities
  • Enhance your leadership qualities: understand the functions of leadership; evaluate your leadership skills.
  • Develop your leadership abilities: assert yourself through your presence; assume your choices and your determination ; listen to understand; dare to speak truth and clarity.
  • Facilitate adherence through your attitude: remove your personal resistance; explore your relational profile.
  • implement your own leadership style: rely on your strengths; identify your areas of progress; define your development project.
  • Scenario Upstream reflection work, scenarios, feedback circular back, scientifically validated Element B ® test
• Remote activities
  • Remote activities to train you in persuasion, objection management and change management.
• Profitability of investments
  • Create your income and expenses model.
  • Cash flow and curve. Choice of discount rate.
  • Interpret the criteria: net present value, rate inter profitability, payback period.
  • Scenario Calculate the profitability of a project on a spreadsheet
• Manage performance
  • Develop sales forecasts.
  • Steps in the budget process.
  • Design management dashboards.
  • Performance indicators: missions.
  • Management indicators: key activities and resources.
  • Develop your management dashboard (balanced score card).
• Calculate costs
  • Full cost methods, direct costing.
  • Control your overheads.
• Master the legal framework of
  • Human Resources Know and anticipate social risks.
  • Criminal liability of the manager.
  • Work with staff representative bodies (IRP).
  • Modify or terminate the employment contract.
• Make
  • HR a performance factor What missions for HR management?
  • Evaluate the social climate: the collective dimension of motivation management.
  • Evaluate the performance.
  • Linking remuneration to performance and its assessment.
  • Training a lever for performance.
  • Supporting change: how the manager must anticipate it and get involved in it.
  • Scenario Exercises: Scenarios, analysis of case law.
  • Evaluation of acquired knowledge