Financial Analysis, Planning & Control Course

Introduction:

Financial analysis, planning, and control are vital parts of business. Participants will use financial data to guide strategic decision-making and resource allocation. By integrating principles of financial planning and analysis training, individuals will gain comprehensive insights into financial analysis planning and control mechanisms.

Understanding what financial planning and analysis entail is crucial for professionals aiming to steer their organizations toward financial stability and growth. The financial analysis, planning, and control course enriches attendees with adeptness in scrutinizing financial performance and risk factors, which are instrumental in strategic decision-making.

This robust financial analysis, planning, and control course will develop participants' ability to plan with precision, apply financial control principles, and utilize financial planning and analysis tools to enhance organizational performance.

Targeted Groups:

• Finance Managers.
• Financial Officers, Controllers, and Accountants.
• Treasurers, Corporate Planning, and Business Development Professionals.
• Managers and Professionals from non-financial areas seek to comprehend the financial dimensions of Analysis, Planning, and Control.

Course Objectives:

Upon completion of this financial analysis, planning, and control course, participants will be able to:

• Formulate highly effective plans by understanding financial planning control.
• Implement financial techniques of planning and control to optimize organizational performance.
• Utilize financial analysis tools to elevate company functioning.
• Establish a link between planning, budgeting, costing, and performance measurement.
• Enhance their financial understanding in both the development and management of financial components of their roles.
• Boost confidence when dealing with financial concerns and interactions with financial experts.
• Recognize the impact of financial considerations on strategic decision-making processes.
• Select the most suitable financial analysis planning tools to support investment, operations, or financing decisions quantitatively.
• Comprehend the essence of strategic planning and budgeting.
• Learn the terminologies of costing and budgeting relevant to business operations.
• Appreciate the importance of a well-structured costing and budgeting mechanism and its influence on cost behavior.

Targeted Competencies:

At the end of this financial analysis, planning, and control training, participants competencies will:

• Interpretation of financial statements.
• Management of financial information processing.
• Broad-ranging financial analysis.
• Risk management strategies.
• Proficiency in financial forecasting and projection.

Course Content:

Unit 1: The Challenge of Financial Economic Decision-Making:

• The dynamic application of financial-economic analysis.
• Concepts of corporate and shareholder value.
• The importance of a dynamic business perspective and benchmarking strategic positions.
• Understanding the interplay between agency problems and corporate governance.
• Selection of appropriate information and data for analysis.
• Comprehending the nature and context of financial statements and decision-making.

Unit 2: Assessment of Business Performance:

• Implementation of ratio analysis for business performance evaluation.
• Diverse viewpoints of performance:
  • Management's point of view.
  • Owners' point of view.
  • Lenders' point of view.
• The systematic approach to ratios and the pyramid of ratios.
• Comprehensive integration of financial performance analysis through the Dupont system.
• Concepts of Economic Value Added (EVA).
• Financial distress prediction

Unit 3: Projection of Financial Requirements:

• The synergy among various financial projections.
• Techniques for operational budgeting.
• Utilizing standard costing and variance analysis.
• Crafting detailed cash forecasts and budgets.
• The value of sensitivity analysis.
• The dynamics of business growth.
• Operating leverage.
• Crafting comprehensive financial growth plans.
• The development and application of financial modeling.

Unit 4: Analysis of Investment Decisions:

• Time-adjusted measures for investment analysis.
• Tools include Net Present Value (NPV) and Internal Rate of Return (IRR).
• The strategic viewpoint of investment.
• The synergy between EVA and NPV.
• Refinements of investment analysis.
• Equivalent annual cost (EAC).
• Modified internal rate of return (MIRR).
• Approaches to handling risk via sensitivity analysis, scenario simulations, and NPV break-even.
• Dealing with risk and changing circumstances.

Unit 5: Valuation and Business Performance

• Techniques for managing and creating shareholder value.
• Shareholder value creation in perspective.
• The evolution and methodologies of value-based management.
• Creating value in restructuring and combinations.
• The financial strategies involved in acquisitions.
• Business valuation.
• The intricacies of business restructuring and reorganizations.
• An exploration of Management Buyouts (MBOs) and Buy-ins (MBIs).

Unit 6: Strategic and Financial Planning:

• Distinguishing between financial and managerial accounting.
• Exploring strategic links between strategy, budgeting, costing, and performance.
• The essence and significance of strategic planning.
• The foundational elements of Mission, Vision, Strategy, Goals, and Objectives.
• Evaluating external and internal environments: employing SWOT and PESTEL analyses.
• What is happening in your company?
• Assessing company dynamics in search of value creation drivers.