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
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
Key details
Date
23.06.2025 - 26.06.2025,
Davos
Fees
EUR 6'400.- / CHF 5'900.- (plus VAT)
Date
17.11.2025 - 20.11.2025,
Davos
Fees
EUR 6'400.- / CHF 5'900.- (plus VAT)
Date
02.02.2026 - 05.02.2026,
Davos
Fees
EUR 6'400.- / CHF 5'900.- (plus VAT)
Fees
EUR 6'400.- / CHF 5'900.- (plus VAT)
Date
14.09.2026 - 17.09.2026,
Davos
Fees
EUR 6'400.- / CHF 5'900.- (plus VAT)
Registration
For registration, please click the link below.
Register here
Testimonials
«Every executive should take this seminar on financial management. Super general survey, with many current examples and amazingly interesting discussions.»
Josef Fiala, ASFINAG Service GmbH
«Excellent and practical-oriented. The trainer was tops with outstanding coordination.»
Nicole Reising, Metzler Asset Management GmbH
«Extremely practical-oriented!»
Roland Keller, Robert Bosch (Pty) Ltd.
«Presented content affecting me with extremely high levels of practical relevance. Presented in an exciting way using real-life examples.»
Michael Schreyögg, MTU Aero Engines AG
«Relevant. Amazing practical focus. A very good mix of theory and practical examples.»
Malte C. Blumenthal, CTS EVENTIM AG & Co. KGaA
«A very good refresher course in the latest insights. A lot of practical relevance.»
Torsten Wunderlich, Flughafen Hamburg GmbH