Description
A successful manager must be able to manage his unit more and more precisely. This management is largely based on the proper use of the management tools made available to it or that it will create in order to meet its specific needs. Plans, budgets, dashboards, the business plan, analytical accounting are all management tools that the manager must master to set his team's objectives, interpret discrepancies, initiate corrective actions and fulfill his mission. with all the responsiveness and flexibility required by economic competition. This is the objective of this training cycle in finance and management designed to meet the needs of managers and combining methodology and numerous business cases.
Who is this training for ?
For whom ?Manager. Responsible for a profit center.
Prerequisites
Training objectives
Training program
- Financial logic
- 'Selling to make a profit involves investing, advancing cash and therefore financing'.
- fixed assets, stocks, and outstandings, trade receivables.
- Read accounting documents
- The main items in the income statement and balance sheet in French and Anglo-Saxon format.
- Depreciation and provisions.
- Act on financial balance
- Working capital - Working capital requirement = Cash flow. identify cash flow crises and the main remedies.
- Case scenario: diagnosis of a cash flow crisis.
- Act on profitability
- Gross margin, gross operating surplus (Ebitda), operating profit, self-financing capacity.
- Causes of variation in profit: jaws effect and absorption of fixed charges.
- Carry out a financial analysis
- Stages: activity, profitability, cash flow, financial balances, profitability.
- Key ratios: structure, cash flow, final cost coverage, repayment capacity.
- Economic profitability ratio (ROCE) of capital employed.
- Scenario Financial analysis case.
- Evaluate performance by cash flow
- Interaction between operational and investment flows.
- Identify financing choices.
- Leverages for improving free cash flow .
- Case scenario: flow analysis, free cash flow
- Remote activities
- To acquire theoretical knowledge two experts: 'Get started with profitability and cash flow analysis' and 'Case study: financial analysis of a company'.
- Master the costs
- Which cost accounting method for which decisions: full costs, variable costs, direct costs, standard costs.
- Break-even point.
- Establish and argue your budget
- Use of the budget for management, the manager.
- Defend your budget: SAR (Outputs, Activities, Resources).
- Integrate strategic orientations, propose your plans actions.
- Articulation of the different budgets, commercial, production, overheads, investment.
- Identify its missions, activities, necessary resources.
- Build your model, define the relevant indicators.
- Case scenario: Evaluate different budgetary scenarios
- Follow your budget
- Measure and interpret variances.
- Carry out a reforecast.
- Case scenario: analyze variances on sales and costs.
- The dashboard management and communication tool
- Formalize the missions of your activity.
- Align your objectives with the company's strategy.
- Align individual objectives.
- Design your dashboard
- SAR: Outputs, Activities, Resources.
- Performance indicators for setting objectives and monitoring performance.
- Indicators for managing your activity: means, activity, deployment of performance indicators.
- Translate the objectives into indicators.
- The different categories of indicators using the DEFI method: establishing the dashboard of a function. operational; establish the dashboard of a profit center.
- CAREM method for setting clear and motivating objectives
- Manage your activity in line with the company's strategy
- Strategic analysis: key success factors.
- The 4 perspectives of the balanced score card: financial, customer (internal or external), key processes, personnel and innovation.
- Case scenario: Select the indicators from the strategic dashboard.
- Remote activity
- To acquire theoretical knowledge: an expert 'Managing performance: approach and tools'.
- Use the business plan
- Circumstances requiring a business plan.
- Business project and financial plan.
- The 8 keys to convincing.
- Defend your strategy
- Strategic analysis: PESTEL, Porter matrix.
- Segmentation, product life curve, attractions/assets matrix, Emoff (Swot) matrix, key success factors, business model '.
- Present your economic model, operational action plans.
- Case scenario: build your EMOFF matrix
- Develop credible business forecasts
- The 3 methods for developing activity forecasts.
- Scenario Exercise: Evaluation of turnover and cost forecasts.
- Evaluate the profitability of the project
- Investing cash flow (FTI), operating cash flow (FTE), free cash flow.
- Choice of discount rate based on risk project.
- Selection criteria: payback period, net present value (NPV), internal rate of return (IRR), profitability index (PI)
- Arbitrate between the different ones. criteria.
- Arbitrate between risk and profitability.
- Scenario: evaluate the profitability of a project on a spreadsheet
- Present multiple scenarios
- Exploit the project's cash flow curve.
- Impact of different scenarios on profitability and cash flow.
- Act on the economic model to improve profitability.
- Abandoned scenario scenario. Case: Critical analysis of 2 scenarios.
- Assess the risks
- Identify operational risks.
- Evaluate the breakeven point in results and cash flow.
- Detect sensitive variables, present different scenarios.
- Funding Overview
- Sequence of financial forecasting to MLT: income statement, balance sheet financing plan and ratios.
- Analysis of a forecast financing plan.
- Present your financing plan to the board of directors
- Present your project in writing or orally
- Analysis of standard plans.
- Adapt the presentation to your project
- Remote activities
- To acquire theoretical knowledge: an expert 'Present your business plan in writing, orally'. Evaluation of acquired knowledge
