Concept
Is innovation worthwhile? How boldly should or must investments in innovation be made? What financial consequences can be expected if large investments are made in the future, further fixed costs are built up and additional capital is tied up?
Part 1: How is a new, promising business model developed and implemented on the market? Business development.
Part 2: How a good concept becomes a financial success: Financial management.
Participants
- Managing directors, heads of business divisions, business unit managers
- Managers responsible for new business and strategies
- Top performers who deal with new business models and their implementation
- Managers from staff units, central divisions, service centers
Topics
Where we know the business, it is usually possible to make fairly accurate investment and profitability calculations. However, if resources are invested in defending against disruption, new business models and building a future business, the unknowns are too great to achieve a high degree of accuracy in financial planning. So how should you proceed?
Part 1: Business Development
How can changes that could lead to an upheaval of an entire industry be identified at an early stage? What opportunities do technological breakthroughs offer us to develop new business models ourselves and create new markets? What challenges in terms of strategic positioning, new customer benefits, new value creation models, new skills, new structures and processes are part of such a transformation?
- Thinking in terms of competitive advantages must be supplemented by the search for the markets of the future
- Innovative strategic management primarily looks for opportunities to tap into new profit and value potential with new business models
- Companies that miss this will sooner or later find themselves in a hyper-competitive environment, often coupled with stagnation, a fight for market share and a loss of profit margin
- The methodology: How to develop and implement a successful new business model
Part 2: Financial management
Anyone who invests heavily in innovation also makes very important financial decisions. The second part of the program therefore consists of a seminar on financial management: here, even non-experts in financial management learn what it takes to steer an innovative company towards profitability and viability and not towards a liquidity bottleneck, debt build-up, excessive fixed costs or loss of cost flexibility.
- Balance sheet and key figures: a brief overview
- How business models shape the balance sheet
- How the income statement is determined by the business model
- The consequences for strategy, profit and cash flow
- Financial performance indicators
- Return on capital: is the investment worthwhile?
- Investment calculation and value enhancement
- Buying in innovation if necessary: Mergers & acquisitions
- Programs to increase EBIT, cash flow, profitability and value.