课程大纲：
非财务经理财务
Do daily operations with management perspective, support decision-making with financial thinking
The course is given in a simple and lively way with a very practical approach
A good manager should not only have excellent business ability, but also financial management skills. Your decision-making will have a solid base only if it is based on data and numbers,
Have you ever encountered the following situations?
Business units always complain that it is very difficult to understand the financial statements with full of numbers
The accounting department asks business units to respect rigid rules which even hinder the business. How can we break this deadlock?
What mean all these financial indicators? How does my daily work link to them? How can I improve these indicators then improve my business performance?
What are detailed action plans to reduce the cost?
Business units are measured by the budget which is fixed by finance department. Is it the right way to do things?
Training Benefits
Develop a finance-oriented mindset and understand the role of finance in companies
Understand the financial reports and how business activities are reflected in them
Master the financial tools and methods such as working capital, costing etc. for daily operations
Use financial analysis tools to improve business performance
1.Get a comprehensive understanding of finance with a business view
Case studies:
From personal financial situations to balance sheet
Scenario simulation
Try to do accounting
Module Contents:
Get an overall understanding of finance as a company’s dashboard
Common objective: finance and business create the value together for the corporate
Common language: financial accounting is the business language of communication
Value creation: finance offers solid support for all value chains
Understand the financial dashboard
Balance sheet
Who gives the money?
Where does the money come from and go to?
Is the financial structure reasonable? What are the risks?
Income statement
Dose the corporate earn the money?
Where does profit come from?
What factors will affect profits?
Cash flow
How does corporate spend the money?
What risks are hidden in the cash flow?
Depth analysis：
How are different operation activities reflected on statements?
Thinking：
How does early invoicing or late invoicing impact profits?
2.Use financial analysis to guide business operations
Tool application
How to use the working capital tools, to effectively control the capital risk?
How to measure the short-term liquidity: Current ratio, Quick ratio
How to improve the resource efficiency: Accounts receivable turnover ,Inventory turnover, Asset turnover
How to optimize the capital structure: asset-liability ratio
How to enhance the profitability: ROS, ROA, ROE
Case study
How to avoid the five capital risks?
Financial risk assessments: analysis of the financial situations of a real company
Interactive discussion
Compare cash flows of three companies
How can different capital structures bring different returns to shareholders?
Module Contents:
The core of financial analysis
One starting point: Sales Revenue
Three operations: Profit, Turnover, Structure
Two results: tradeoff between Risk and Return
Control capital risk for sustainable development
Working capital analysis: Why does a company get into financial crisis?
Improve working capital efficiency, optimize resource efficiency
Interpret the return on investment, to improve performance and enhance profitability
Measure performance by financial ratios
Financial ratio pyramid: How to get the satisfactory return on investment
Return on profit: Pay less and earn more!
Accelerate turnover: Less money occupied, more money collected!
Optimize structure: use whose money to earn money!
3. Cost Management - Control the Black Hole of Profits
Tool application
The Application of Cost Analysis in Decision-making
Product pricing through accurate cost accounting
How to make product selection for sale: application of Contribution margin
Case study
Sell more, earn more? Or lose more?
A company's cost division ideas
How to distinguish direct and indirect costs
A FMCG product analysis, shall we sell the product at a loss?
Interactive discussion
How to find unreasonable costs?
Why are the costs calculated by finance and by business units not consistent with each other?
How does the purchasing department test the supplier's bottom line price?
The Impact of Indirect Cost on Performance Evaluation
Is outsourcing a good idea to reduce costs and increase profits?
Module contents
Cost classification ideas under different management objectives
Direct cost vs Indirect cost
Fixed cost vs Variable cost
The break-even point analysis
Economy scale effectiveness and sales pricing
Application of break-even point in purchasing negotiation
Bottom line pricing for large orders
Application of Cost control in decision-making
Key points of cost control
Product profitability
Product selection
讲师简介：
Mrs. Liu Liqiong
Education and Professional Experience
CPA (Canda) / Master in Management at Paris School of
Management, France / MBA in University of Quebec, Canada
Trilingual finance and accounting professional, with nearly 20 years ofinternational consulting and training experience for large companies in themanufacturing, energy, pharmaceutical and financial industries, Mrs Liu workedas senior consultant in the leading European management consulting firm –Capgemini in its Paris and New York office. She also served Deloitte Consultingin its Montreal office. As a seasoned management consultant, she conductedprojects in 7 different countries for large corporations such as Nissan, Microsoft,Suncor and Aventis in finance transformation and performance managementareas.
With rich international work experience, Mrs. Liu has accumulated solidknowledge and strong expertise in budgeting and financial reporting, costmodeling (especially activity-based costing), financial analysis, performancemanagement, transformation of the finance function (shared services center,outsourcing) etc.
Training Style：
Mrs. Liu speaks fluently Chinese, English and French. Her training style is very practical and analytical, with case studies and best practice examples coming from her first-hand international work experience for large corporations.
Consulting and Training Experience：
Mrs. Liu has been selected as one of the frequent-used trainers in the Schaeffler Leadership Program to give training course on Finance for Non-Financial Managers for Shaeffler’sexecutives and received plenty of compliments from attendances.
One year project in Nissan’s headquarter in Tokyo, Japan, implemented the global budgeting /forecasting reporting process for its 157 worldwide subsidiaries; Led training sessions on the global reporting process for groups of 20 to 200 participants for the joint-venture Dongfeng-Nissan in China.
Conducted a performance improvement diagnosis project for the leading U.S. mailing solution company - PitneyBowes and built a comprehensive business case demonstrating a potential savings up to 36%.
In the context of the merger between Suncor and Petro Canada, the two major Canadian oil companies located in Calgary, developed new budget and forecast templates for the nine business units in the new company; Redesigned the new budgeting and forecasting process
flows for their SAP systems.
Designed Unit Costing models and KPIs using the activity-based costing (ABC) method for Capgemini Outsourcing group. Conducted training sessions for its three centres across North America.
Built cost/staffing models and conducted pricing simulation to support a large Business Process Outsourcing (BPO) contract negotiation with Microsoft.
Identified the current IT cost, performed comparative financial analysis and conducted benchmark studies of IT outsourcing costs to support an IT outsourcing contract negotiation with IBM for the leading European pharmaceutical group Aventis.
非财务经理财务
