February** Dynamic Incentive Plan Course Background: "There are different reasons for the growth and development of enterprises, but the bankruptcy of enterprises is inevitably the result of uncontrolled financial risks". Under the background of the new situation and new normal, the post-epidemic era, the K-shaped recovery, and the deterioration of the national environment, enterprises are facing greater risks. This course starts with the analysis and comparison of several typical cases in the most popular language, and first comprehensively interprets the domestic and foreign environment, fiscal and tax policies, technical environment and trends faced by enterprises, points out the impact on the risks faced by enterprises, and then defines the connotation of enterprise risks, identifies the root causes of risks, and on this basis, through the income statement analysis framework, comprehensively analyzes various risks that may affect the uncertainty of the final results of enterprises, and finally gives risk prevention and early warning countermeasures.
Course Benefits:
Gain a comprehensive and in-depth understanding of corporate, operational and financial risks.
Understand the enterprise risk of the enterprise from a strategic perspective, and combine the risk of the enterprise with the management and control activities in the specific business links, so that the enterprise risk management can be implemented in the business links.
Master the risk-oriented risk management prevention and control methods, and the methods and skills to identify, measure, analyze and manage the risks of the enterprise.
Course Duration:2 days, 6 hours a day.
Course Audience:Corporate executives and financial personnel.
CoursesMethod:Lecturer lecture + case analysis + scenario simulation.
Course outline
Case Import:
1) The logic of Moutai's stock price movements.
2) What is the depreciation policy of the airline?
3) Walmart's current ratio?
4) What is the market cap of Dell and GM?
Lecture 1: Risk analysis of business environment under the new normal
1. Changes in the troika of economic development
1.Investment.
2.Outlet.
3.Consume.
Discussion and interaction: L-shaped economic growth vs. K-shaped.
2. Opportunities and challenges for economic development
Growth opportunities for businesses
1) Opportunities in deepening reform.
2) Opportunities under consumption upgrading.
3) Opportunities under the Internet, big data and artificial intelligence.
4) Opportunities under the restructuring of the international system.
Challenges faced by businesses
1) The dilemma under the general situation of the new normal.
2) Risks of enterprises in the changing international situation.
3) New requirements brought about by structural changes in consumers.
4) Challenges brought about by technological upgrades.
3. The impact of the new coronavirus epidemic
1.Import and export.
2.Orders & Chains.
3.The trend of quasi-globalization and the challenge of de-sinicization.
Fourth, the tax collection and management situation of "forced tax reduction and strict collection and management".
1.Changes in national fiscal and taxation policies.
2.The impact of fiscal and tax policy changes on enterprises.
3.What is the situation facing the business?
Lecture 2: The Meaning of Enterprise Risk
1. The connotation of financial risk
2. Traceability and transmission of financial risks
1.Economic risk.
2.Operational risk.
3.Financial risk.
3. Three-dimensional equilibrium model of risk
1.Scale growth.
2.Profitability.
3.Risk control.
Fourth, the analysis of the ten root causes
Reason 1: "Rush for quick success": inappropriate scale.
Reason 2: "Pie" or "Trap": Inappropriate Pluralism vs. Non-Pluralism.
Reason 3: "Double-edged sword": inappropriate financing behavior.
Reason 4: "Failure to integrate resources": a mistake in the operating model.
Reason 5: "Dancing on a tightrope": illegal and irregular.
Reason 6: "The price of arrogance": the quality of business owners needs to be improved.
Reason 7: "The value of the team": the lack of a core team.
Reason 8: "The power of the system": the lack of a management system.
Reason 9: "Bucking the trend": changes or adjustments in policies.
Reason 10: "Disadvantages of association": changes in the business environment of enterprises.
Case DiscussionLi Ka-shing's view of capital management.
Lecture 3: Analyze the business risk of the enterprise from the framework of the income statement
1. Analysis of key projects
1.Main business income.
2.Cost of Principal Operations.
3.Other business income.
4.Period fees.
5.Non-operating income and expenditure.
6.Taxes.
2. Risk analysis of enterprise risk traceability
Strategic Risk
1) Root causes: policy, environment, market, technology trends, etc.
2) Performance. 3) Countermeasures and case applications.
Operational risk
1) Root cause: cost and asset management.
2) Performance. 3) Countermeasures and case applications.
Capital risk
1) Roots: investment and diversification, etc.
2) Performance. 3) Countermeasures and case applications.
Risks
1) Roots. 2) Performance.
3) Countermeasures and case applications.
Financial risk.
1) Roots: Debt and capital structure.
2) Performance. 3) Countermeasures and case applications.
Non-operational risks
1) Roots. 2) Performance.
3) Countermeasures and case applications.
Tax risk
1) Roots. 2) Performance.
3) Countermeasures and case applications.
Lecture 5: Prevention and Control of Financial Risks
1. Risk consequences and prevention strategies
Risk-consequence level analysis
Catastrophe - major - moderate - mild - almost none.
Risk prevention measures
1) Avoid. 2) Transfer.
3) Management. 4) Commitment.
Case DiscussionDidi taxi.
Risk management framework
1.One foundation --- corporate governance structure.
Three lines of defense
1) Business line of defense.
2) Risk management unit line of defense.
3) The defense line of the internal audit unit.
3. Build the key success factors of enterprise risk management
1.The enterprise supervision mechanism is sound.
2.Support and involvement from senior management.
3.Establish a risk management culture.
4.Adopt an advanced approach to risk management.
Fourth, financial early warning indicators
1.Operating cash flow Total debt.
2.Net Profit Total assets (return on assets).
3.Total Debt Total assets (debt-to-asset ratio).
4.Liquidity Current liabilities (current ratio).
5.Liquid Assets (Current Assets - Inventories) Current Liabilities.
6.Total profit before tax + interest expense Interest expense.
Curriculum refinement and summarization
Conclusion:Build a learning map for this lesson.