Financial Management for Executives

Effective financial management is an integral component of result-oriented management. Executives from all areas of business will expand and deepen their knowledge and skills in financial management in this 4-day course.

Description

If you’re an executive with profit responsibility for a company, a business area, business unit or country, this 4-day course is designed just for you. Because you bear responsibility for financial management. You make decisions that determine to a great degree the financial well-being and stability of your company. This course demonstrates how to carry-out these financial management tasks to realize excellent financial results and a healthy cash flow.

Who should attend

  • Executives, general managers, company owners
  • CEOs, members of a management board
  • Directors of important areas, business units, profit centers
  • Managers who need to be prepared for a key position with responsibility for results

Key details

EP8458

Language
English
Date
22.10.2018 - 25.10.2018, Brunnen
Fees
EUR 4'500.- / CHF 4'900.- (plus VAT)

EP8468

Language
English
Date
03.12.2018 - 06.12.2018, Küsnacht/Zürich
Fees
EUR 4'500.- / CHF 4'900.- (plus VAT)

EP8419

Language
English
Date
02.04.2019 - 05.04.2019, Berlin
Fees
EUR 4'500.- / CHF 4'900.- / US$ 5'400.– (plus VAT)

EP8429

Language
English
Date
20.05.2019 - 23.05.2019, Brunnen
Fees
EUR 4'500.- / CHF 4'900.- / US$ 5'400.– (plus VAT)

Registration

For registration, please click the link below.

Register here

Area of Focus

A Look at Financial Management Tasks

  • Financial analyses, financial statements and earnings statements
  • Profit and cost management
  • Liquidity and profitability
  • Financial value creation, corporate value management
  • Controlling, review and evaluation

Setting Financial Objectives

  • How to set ambitious profit targets, that are also logical from a business and market sense
  • The process of achieving above-average corporate resultsn begins with the right profit planning
  • How to calculate corporate value

Capital Expenditures

  • Capital expenditures as a «profit killer»
  • Capital expenditures as a strategic competitive advantage
  • Determining the right value-added depth
  • In or out-sourcing?
  • Cost variability by concentrating on core activitiesn

Capital Costs, Modern Forms of Financing

  • How to lower the cost of capital
  • Modern forms of financing
  • Internal or external financing?
  • The logic behind the capital market
  • Negotiating with banks
  • Understanding credit-ratings

Investments and Financial Decisions

  • The criteria for making decisionsn
  • Increasing capital intensity as threat to profit targets
  • Investing where it’s necessary
  • Make or buy – finding the optimum value-added depthn

Liquidity Management, Working-Capital Management

  • Warning – liquidity traps ahead!
  • How many liquidity reserves are needed?
  • Tools for managing liquidity
  • Working-capital management

Increasing Corporate Value

  • Factors influencing return on investment and corporate value
  • The tools for managing results
  • Measures that will improve results
  • Realizing cash-flow objectives
  • Getting rid of the sources that cause losses
  • Taking advantage of untapped potential for improving results
  • Cementing fixed costs as a loss of flexibility

Profitable Growth

  • Exceeding your minimal necessary size
  • Growth in a growing market
  • Growth in a stagnating market
  • How to achieve profitable growth?

Designing the Right Cost Structure

  • Determining allowable costs
  • Designing an appropriate cost concept based on market realities
  • Specifying a break-even point based on the logic of business fluctuation
  • Seeking cost leadership – yes or no?
  • Making decisions locally

Mergers and Acquisitions

  • Acquiring companies or parts of companies
  • Acquiring market share
  • Acquiring size, real or presumed synergies and the effects of added experience
  • Buying into new business and new core competencies
  • Assessment, due diligence

Restructuring and Portfolio Adjustment

  • Recognizing the need for restructuring at an early stage
  • Recognizing profitable and unprofitable business activities
  • Securing the viable parts of a company
  • Divesting yourself of non-viable parts of a company
  • How to develop a feasible restructuring concept
  • Corporate portfolio and portfolio adjustment

Restructuring to achieve a Turnaround

  • Revitalizing a company’s ability to restructure
  • The restructuring concept
  • Achieving a turnaround

Controlling, Review and Evaluation

  • What do you need to evaluate to achieve effective financial management?
  • What review and evaluation tools are necessary, and don they reveal deviations early enough?

Managing by Using Key-Performance Indicators

  • What KPIs allow you to reduce the tasks of financial management to their essentials?
  • What content should a management report have to be an concise controlling tool?
  • Analyzing business models using KPIs
Registration