Financial Planning, Analysis, and Management

Introduction:

With respect to the subject, this Financial Planning and Analysis course highlights the importance of financial analysis, planning, and control considerations as critical success factors for any organization. It seeks to improve the process of financial decision-making as well as control through the direct use of economic and financial models. Participants will examine best practices and different approaches for financial planning and analysis with the aim of evaluating both the strategic and operational aspects of their organizations. The aim of this course is to provide participants with practical skills in financial planning and risk management as well as strategic decision-making in a company’s financial management.

Objectives:

By the end of this Financial Analysis and Planning course, participants will be able to:

• Furnish a more elaborate vision of how they expect to progress into the future.
• Enhance corporate performance with the use of financial planning tools.
• Interpret and implement techniques of economic and financial analysis to boost productivity.
• Join together strategies and budgets through costing and performance-based measures.
• Contribute and build one's growth in the levels of financial management.
• Develop the ability to deal with financial matters and communicate with finance experts.
• Integrate corporate strategic decisions with a financial perspective.
• Appraise relevant investment options suitable for operating or financing activities.
• Apprehend the phases of working on strategic directions and budgets.
• Understand costing concepts associated with budgeting in business.

Training Methodology:

• Workshops
• Analysis of Cases
• Simulation Exercises
• Lane Labs - Financial Models
• Group Sessions
• Resolved Issues Real-Life
• Panel of Experts
• Editorial Software Training
• Professional review/guidelines
• Planning Scenarios
• Inter-Com Role Play
• Learning by Doing Projects

Course Outline:

Unit 1: The Complexity Involved in Making Financial Economic Decisions

• Practicing planning based on the application of cost-benefit analysis.
• Concepts on corporate and shareholders’ wealth maximization.
• The need for a shifting paradigm in the business environment and positioning of the firm strategically.
• Agency theory and corporate governance along with the agency problem.
• The capability to choose the relevant data and info suitable for the context at hand.
• Creative critical thinking in the use of financial accounts for decision-making.

Unit 2: Estimation of the Firm’s Efficiency

• Conducting ratio analysis in order to evaluate the firm’s performance.
• Several dimensions of performance evaluation:
  • Down of Management
  • Owners’
  • Lenders’
• Descriptive and systematic nature of ratio analysis and the ratio tree.
• Total subsume of financial performance evaluation with the use of the ‘Dupont’ system.
• Economic Value Added’s (EVA) perspectives.
• Early warning of financial crisis.

Unit 3: Estimation of Financial Requirements

• The interrelation of the different sets of financial projections.
• Budgeting at operational level.
• Preparation of the cost day-to-day schedules based on the activity-based costing methods and the analysis of variances.
• Preparation of leasing cash projections/cash budgets.
• Sensitivity analysis as a tool.
• Growth patterns in business.
• Financial leverage.
• Preparation of complete financial development strategies.
• Creation of financial models and their use.

Unit 4: Investment Appraisal

• Discounted measures.
• Tools such as NPV and IRR.
• Strategic investment as capital is requested.
• Link between EVA (Economic Value Added) & NPV.
• Investment appraisal improvements.
• Equivalent annual cost.
• MPIRR.
• Strategies for managing risk through sensitivity analysis and scenarios, including NPV coordination break-even.
• Management of risk and uncertainty.

Unit 5: Valuation and Business Performance

• Strategic practices for company value and shareholder value.
• Shareholder value creation in focus.
• Development of value-based management concepts and tools.
• Value creation under restructuring and combining.
• Acquisition strategies.
• Business pricing.
• Business reorganization and restructuring.
• Management buy-out and buy-ins.

Unit 6: Strategic and Financial Planning

• Financial accounting and management accounting are two different things.
• Investigating the deep-rooted connections between strategy, budget, cost, and performance.
• Further clarifying the essence and dimensions of strategic planning.
• Understanding the Experiential Primer – Mission, Vision, Strategy, Goals, and Objectives.
• Evaluating external and internal environments: the use of SWOT and PESTEL.
• What is in the scene in your company?
• Assessing company dynamics in search of value creation dynamics.