Finance for Non-Financial Managers

Overview

The purpose of the Finance for Non-Financial Managers Short Course is to give managers an appreciation of the differences between Financial Accounting, Management Accounting and Financial Management.

It aims to introduce managers to modern financial tools that are available to help them understand and manage their businesses better.  Finance for Non-Financial Managers underlines the importance of understanding value measurement, so that key value drivers can be identified and managed.

Every effort is made to apply the tools to current developments in the business world in order to underline the practical application of these tools.

You will also receive a copy of Simply Finance by Susan Hansen (Bateman 2008).

Topics Covered

Financial Accounting
While every organisation has to subscribe to the Financial Accounting model, it is rarely, if ever, a good model to make business decisions from.  Simply, the information comes too late and it is limited by certain concepts which will be highlighted. However, as this is the model that is so often used to evaluate business performance, it will be discussed in detail so that we can understand how to overcome the limitations. At the conclusion of the first day you will have a framework which can be applied to analyse and interpret any set of financial accounting statements.  How we evaluate the performance of companies listed on the Share Market and the most common tools used to identify ‘value’ will be discussed. We will also understand why ‘Cash is King’ and interpret some commonly used words and acronyms e.g. EBITDA, ROCE, CFROI, etc.

Management Accounting
Organisations with excellent Management Information Systems have a significant competitive advantage.  A key part of understanding a company’s ‘bottom line’ is to analyse it from a customer perspective.  Customer profitability analysis is an extremely useful tool to add value to an organisation without necessarily cutting costs.

Cutting costs is often a knee jerk reaction when a company comes under pressure.  It is seldom sustainable and has the potential to erode the human capital and other intangibles in an organisation.  Putting a measurement system in place so these intangibles can be managed is an essential part of modern financial management.

Strategic Management Accounting
Strategic Management Accounting is an evolving discipline that links accounting to the strategy development process in organisations.  For example, many organisations have realigned their strategy to address responsible businesses practices.  Corporate Social Responsibility was once thought to give an organisation a competitive advantage.  Today it is considered a competitive necessity. For example, charitable donations written off as an expense in the Statement of Financial Performance may in fact be a key value driver. Finance for Non-Financial Managers will examine how Value Drivers are identified and what benefits they deliver.

Perhaps the biggest mistake that an established business can make is paying too much for an acquisition, or selling part of the business for too little. The Finance for Non-Financial Managers Short Course will discuss the most commonly applied valuation tools.

Finally, we will look at the most widely used tools to appraise the Investment decision.  Discounted Cash Flow (DCF) Analysis that works out the Net Present Value of an Investment (NPV) is an essential tool for managers to appreciate.  It is now the most common valuation tool to value an entire enterprise.  How we forecast cash flows and measure the required rate of return (cost of Capital, WACC, IRR) will all be discussed.

Who should attend

Finance for Non-Financial Managers is aimed at all managers, whatever discipline they may be from. More importantly, it is not trying to make people into accountants; rather it aims to give business people the tools to understand the numbers in order to help them make better business decisions.

Outcomes

• Breakthrough the language of finance
• Understand the basic accounting model and its limitations
• Analyse and interpret financial statements within the context of industry analysis and macroeconomic fundamentals
• Realise why ‘cash is king’
• Understand the Budget process and forecasting techniques
• Identify key value drivers to help manage the value of a business
• Understand different valuation techniques and respective benchmarks
• Link financial objectives to strategy
• Understand what drives some of the most common errors in business and how to avoid them
• Apply management accounting tools to business problems