Concept
Anyone who has to deal more intensively than before with cost accounting, contribution margins, planning and budgeting and important controlling indicators needs compact knowledge of finance and accounting.
Anyone who manages or wants to manage a profit center, a business unit, a division or an entire company must know how to achieve ambitious financial goals and which programs are necessary to manage liquidity and capital utilization and to increase EBIT and profitability.
As management responsibility increases, the spectrum of necessary skills expands: balance sheet management, financing, capital optimization, planning and budgeting, deviation analysis and corrective measures, increasing company value. In addition, the ability to recognize financial risks and negative developments at an early stage, to interpret key figures and to initiate the necessary measures to ensure financial prosperity is required.
Structure
Part 1:
Finance and accounting in practice. 4 days.
Part 2:
Financial Management and Controlling. 4 days.
Part 3:
Increasing EBIT: How to proceed? 4 days.
Participants
Heads of divisions, profit centers, departments and specialists.
Topics
Financial knowledge
- What managers need to know about the structure and logic of corporate accounting
- Cost accounting, calculation, pricing
- Profit Center Accounting
- Planning and budgeting
- Investment and profitability calculation
Financing, Capital, Liquidity
- Relationship between strategic changes such as product range expansion, market development concepts, investments in the manufacturing process and the expansion of financial requirements
- Types of financing, financing costs
- Managing liquidity
EBIT and Profitability
- Achieve profit, cash flow, profitability and contribution margin targets
Cost management
- Consciously design the break-even point
Grow profitably
- Consequences of growth on profitability and liquidity
- The challenge: profitable growth
New business ideas
- Result-oriented conception of a new business
- Design to Profit for new business units, new profit centers or projects
Controlling instruments
- Financial navigation tools
Financial review of strategies and marketing concepts
- Recognize the profit potential behind strategic considerations
- Check the financial viability of the strategy
- Understanding the investment needs of a strategy
- Questioning marketing concepts financially
- The relationship between customer value and profitability