Description

Essential tools for analytical accounting and construction of the main indicators for commercial steering and management of a Business Unit. Build budgetary objectives based on the performances achieved, calculate an operational budget and design periodic corrective actions.

Who is this training for ?

For whom ?

Operational managers and executives responsible for a department or unit not specialized in accounting and financial areas.

Prerequisites

Training objectives

Construct the main steering and management indicators of a Business Unit Calculate a cost price, a threshold and a profitability margin Build budgetary objectives and translate them into operational budgets Analyze budget gaps and design corrective actions

Training program

• Understand the usual management tools
  • Use of analytical accounting for calculating cost costs.
  • The different cost calculation methods: full cost, partial cost, ABC method.
  • Distinguish between direct costs and indirect costs.
  • The distribution of indirect costs: work units, cost rates, drivers.
  • The logic of internal transfer prices.
  • Calculating margins and the profitability threshold.
  • Deciding whether or not to maintain a product or an activity.
  • Evaluate the forecast profitability of an investment.
  • Practical work Via analytical accounting, calculate the cost price of finished products sold or services performed.
  • Identify the break-even point.
  • Arbitrate the composition of sales using product mix.
• Setting up your on-board indicators
  • Manage your activity using dashboards.
  • Identify action variables, performance indicators and management tools.
  • Manage the economic and financial performance.
  • Management by margins (EBIT, EBITDA, REX, ROP.
  • ).
  • Management by economic profitability indicators , financial profitability; management by cash.
  • Managing commercial performance.
  • Managing the performance of information systems (introduction).
  • Practical work Know how to use financial performance indicators and identify action levers: calculation of return on equity, free cash flow, EBITDA.
• Build and negotiate your next budget
  • The operational implementation of budgetary objectives.
  • The budgetary process in the company.
  • Take into account the priorities and constraints set.
  • Analyze past performance.
  • Set clear, ambitious and realistic objectives.
  • Build action plans in line with the objectives.
  • The missions contributing to the objectives.
  • The allocation of resources and means to be implemented.
  • The costing of the operational budget.
  • The classification of budget items .
  • Operating and investment costs.
  • Budget presentation and negotiation.
  • Arguing to remove objections and convince.
  • Analyze deviations and corrective actions.
  • Re-forecasting.
  • Practical work Starting from the determining budget (sales budget), decline the incident budgets : payroll, overheads, taxes, investments.
  • Ensure quarterly adjustment.