Total Finance for the Non-Financial Manager

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					marcus evans professional training




Total Finance for
the Non-Financial Manager
RESIDENTIAL MANAGEMENT SERIES


Benefits of attending this comprehensive course will include:
•   Understanding the basic principles and terminology of finance and interpreting key financial information
•   Communicating and presenting your financial position and budgets more credibly to your colleagues and board
•   Differentiating turnover, profit and cash and understanding the methodologies and language of the finance function
•   Reading and understanding annual reports and company accounts
•   Calculating profitability, liquidity and management of working capital
•   Understanding shareholder value and the stock market
•   Evaluating projects from a financial perspective
•   Recognise the importance of developing a business plan before creating a financial budget
•   Identifying a structured process for business planning
•   Recognising the need to analyse the business environment
•   Examining both macro and micro market threats
•   Develop a SWOT analysis to assist in the creation of business objectives
•   Recognise the many different strategies a business can adopt to meet an objective
•   Identify how to recognise and overcome internal performance barriers
•   Identify the requirements and structure of a financial budget
•   Recognise the importance of continuously monitoring progress towards objectives




                                                                                                                         www.marcusevanspt.com
Total Finance for
the Non-Financial Manager
                                                                                                                                           www.marcusevanspt.com



Why should you attend?
Managers often fall behind when it comes to finance. More often than not this is due to a lack of understanding, jargon, fear of finance and figures, and an inability
to see the importance of a financial strategy and how it will impact on their behaviour and decision making.

At some level most managers need to make an input into initially setting and subsequently controlling budgets. To achieve this, a manager needs to fully appreciate the
business planning process in developing a budget. Furthermore it is essential to understand how the budget is structured and where the ‘levers’ are in ensuring an
organisation remains on track.

Managers who are comfortable and competent in understanding and managing the financial aspects of their day-to-day business benefit from improved business skills and
performance, internal respect from colleagues and senior management, enhanced external relations, better cash flow management and ultimately improved career prospects.


Turning ‘Theory’ into ‘Practice’
For those with little or no formal training in finance, this highly interactive five-day programme concentrates on the principles, tools and techniques of financial management.
Supported by analysis, practical exercises, and a computer based business simulation this course will give you the understanding and ability to discuss, present and manage
the financial aspects of your business and positively influence the financial factors under your control.


Key areas to be covered in the programme and documentation

Day One:                                                                                  Marginal Performance Improvement
                                                                                          • The importance of marginal performance improvements
The Need for Financial Information                                                        • The link between cost of sales, selling price, volume and expenses
• Why do we need financial information?
• What are the differences between management accounts and statutory accounts?            Cost, Volume, Price and Breakeven
• Understanding the language of finance, company accounts and annual reports              • How to calculate breakeven
                                                                                          • How to determine a selling price
The Importance of Return on Capital Employed
• Why ROCE is so important                                                                Debt and Equity
• How to affect ROCE                                                                      • How to calculate the debt to equity ratio
                                                                                          • Getting the balance right
Accounting Principles
• What are the main accounting principles?                                                Capital Project Appraisal
• Why and how are they important?                                                         • Why capital projects should be appraised
                                                                                          • Different appraisal methods
Profit and Loss Account
• The structure of the P & L account
• The difference between expenditure and capital expense                                  Day Three

Balance Sheets and Interpretation                                                         Funding Growth
• Content and layout of balance sheets                                                    • How can growth be funded
• Working Capital                                                                         • What type of funding should be used
• Interpretation: Fact vs. Judgement
                                                                                          Managing Key Financial Ratios
Depreciation of Fixed Assets                                                              • Short Term Indicators
• Why fixed assets are depreciated                                                        • Long term Indicators
• The different types of depreciation                                                     • Overall Business Performance Indicators

                                                                                          Corporate Valuation
Day Two:                                                                                  • The indicators used in corporate valuation

Cash Flow                                                                                 Interpreting Company Accounts
• The difference between profit and cash                                                  • Analysing several sets of accounts
• Cash flow forecasting                                                                   • What are the accounts telling you?
• Cash flow statements                                                                    • What actions need to be taken?

Business Health Check
• Why carry out a business health check?
• Taking a structured approach to carrying out a business health check




RESIDENTIAL MANAGEMENT | registration form on page 4                                                                                                                  page 2
Total Finance for
the Non-Financial Manager
                                                                                                                                       www.marcusevanspt.com



Day Four                                                                                Day Five

Introduction to Financial Planning                                                      Pulling it all Together (Computer Based Business Simulation)
• Why plan?                                                                             • Working as part of a team you will be give the latest financial reports
• What is a budget?                                                                       for a hypothetical business
• What should we measure?                                                               • You will compete with the other teams in the same market
• The business planning process                                                         • Further financial reports will be issued based upon your decisions,
                                                                                          and those of the other teams
Strategic Analysis                                                                      • The simulation will examine your skills in the following areas:
• Examining the external environment                                                        - Financial Analysis
• Competitive management and performance                                                    - Controlling Working Capital
• External Environment – PEST Analysis                                                      - Financial Decision Making
• The market and its demands                                                                - Financial Planning and Forecasting
• Forecasting techniques and assessing the forecast                                         - Cost Control
• Know your market and competition                                                      • Will you end up with the most profitable business? And if not, why not?
                                                                                        • This simulation will illustrate how both good and bad decision making
Developing Business Objectives                                                            can affect the financial position of an organisation
• Potential areas of failure
• SWOT analysis
• Key central corporate objectives                                                      N.B. Timings are approximate
• Identifying and overcoming performance barriers

Creating the Financial Budget
• Zero based or incremental budgeting – which is best?
• A structured approach to developing a budget
• Content of a financial budget

Monitoring & Controlling
• The need to monitor and control
• Continuous improvement loop



Benefits to you
•   Understanding the basic principles and terminology of finance and interpreting key financial information
•   Communicating and presenting your financial position and budgets more credibly to your colleagues and board
•   Differentiating turnover, profit and cash and understanding the methodologies and language of the finance function
•   Reading and understanding annual reports and company accounts
•   Calculating profitability, liquidity and management of working capital
•   Understanding shareholder value and the stock market
•   Evaluating projects from a financial perspective
•   Recognise the importance of developing a business plan before creating a financial budget
•   Identifying a structured process for business planning
•   Recognising the need to analyse the business environment                                                Great foundation for managers
•   Examining both macro and micro market threats                                                                  working in non-financial
•
•
    Develop a SWOT analysis to assist in the creation of business objectives
    Recognise the many different strategies a business can adopt to meet an objective
                                                                                                                       roles to work from.
•   Identify how to recognise and overcome internal performance barriers                                               SENIOR INTERNATIONAL PLANNING MANAGER, BIOGEN IDEC
•   Identify the requirements and structure of a financial budget
•   Recognise the importance of continuously monitoring progress towards objectives


Who should attend?
Managers wanting to gain:
• a clearer understanding of the fundamentals of business finance and how finance impacts on
  the decisions they make on a day-to-day basis either at a departmental or company-wide level.
• a better understanding of business planning, developing budgets and budgetary control


Price of Course:                          q4,995 + VAT




RESIDENTIAL MANAGEMENT | registration form on page 4                                                                                                             page 3
Cheney Court


Bath, situated in South West England, is a World Heritage city and Georgian Spa city and, after London,
England’s most popular destination for tourists, with the Roman Bath House, the Royal Crescent, the 14th
Century Abbey and the world-famous Pulteney Bridge.

Cheney Court – Bath
Cheney Court, the marcus evans linguarama Residential Executive Training Centre, enables participants to develop their leadership and business skills in a programme of
maximum intensity – not only during training sessions, but also during the networking opportunities at mealtimes, coffee breaks and during the social activities. Our modern
and well-equipped centre is the perfect place to learn and network whilst enjoying the atmosphere of an historic English countryside retreat.


Location
Cheney Court is a 17th century English manor house situated in beautiful countryside approximately 10km from Bath.


The residential concept
• The Residential Total Finance for the Non-Financial Manager programme is designed to give you a course of maximum intensity – combining professional training designed
  to meet your needs with an extensive social activities
• Course participants and the trainer live at Cheney Court. This gives you the opportunity to concentrate fully on the main aim of the Total Finance for the Non-Financial
  Manager programme, both in and out of the classroom, discussing and debating the new ideas and concepts you encounter
• Cheney Court encourages interaction between business and professional people from the UK and other countries, offering a unique insight into a variety of cultures
  and business practices. It also provides an ideal opportunity for networking
• After training sessions there is also the opportunity to take advantage of the facilities available such as tennis, football, sauna, jogging and a small fitness training room


Accommodation
Individual study bedrooms with en suite facilities and direct dial telephones. Full board Monday-Friday. Laundry service is also included in the fee. Please bring your laptop if
you wish to email from your room (broadband internet access points in all the bedrooms).


Other facilities
•   Tennis courts
•   Fitness room
•   Pitch and putt                                                                                                                       Good investment in
•
•
    Jogging
    Sauna
                                                                                                                                           time and money.
•   Snooker room                                                                                                                                         HEAD OF SALES, YOLUS LTD
•   Bar


About your trainer – Clive Eaton
Prior to joining the training and consultancy industry in 1995, Clive spent 7 years as a director of one of the largest independent Renault franchised dealers in the UK.
He joined Alison Associates in December 1995 as a Training Consultant after the Renault business was sold. Specialising in Financial Management training, Clive carried
out assignments for the biggest names in the automotive world. The work has taken him to locations such as Russia, Ukraine, Norway, Denmark, Belgium, Republic of
Ireland, Singapore, Poland, Hungary, Greece, Turkey, Lebanon, Bahrain and the United Arab Emirates. Clive has also written several articles for a subsidiary of EMAP plc
on the subject of Business Performance Improvement. He was a key note speaker at the 2004 Audi Ireland National Conference, and delivered a workshop at the
Autoretailing06 conference.

Over the past 6 years, Clive has been an integral member of the marcus evans professional training team delivering public courses to delegates from a variety of industries
around the World. Some of his recent clients include: Amerada Hess, Comic Relief, Nortel Networks, Yell Ltd., Compaq, easyJet, Mack Multiples, Varian Medical Systems,
Caterpillar, Girobank, Kroll Buchler Phillips and ntl. Clive has also delivered financial management training on behalf of marcus evans professional training in-house to both
Office World and Etisalat (UAE).




MARCUS EVANS PROFESSIONAL TRAINING                                                                                                                                       page 4
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