February**Dynamic Incentive Plan Course Background: Under the background of "Internet+" and "Smart Cloud", enterprises are facing a more complex business environment. For an excellent manager, he must not only be proficient in business and good at management, but also be familiar with finance. If you don't understand finance, managers can't fully understand the basic situation of the enterprise, and looking at the enterprise is "a blind man touching an elephant"; If you don't know how to manage a business without knowing finance, it is "a blind man riding a blind horse"; If you don't understand finance, you can't realize the various financial and tax risks that enterprises may face; If you don't understand finance, it is difficult to carry out important work such as performance appraisal and equity incentives. Even if the company's financial resources are rolling in and making money every day, it may fall into a chaotic situation. Therefore, a successful company must have good financial management; A company that fails will definitely have big problems with its financial management.
Therefore, corporate executives have financial awareness and understand financial thinking, which is an inevitable requirement for enterprises to move from entrepreneurship to standardization, and management from perceptual extensive to scientific refinement, and it is also a necessary condition for enterprises to tap potential and increase efficiency under the current new normal background, and it is also an important basis for the boss to make major decisions scientifically as a "confidant"!
Based on the solution of the above problems, this course takes typical cases as the main material, and uses the most easy-to-understand language to analyze and deduce the operation logic of corporate finance and taxation for enterprise executives, so that they can understand the statements, listen to the financial reports, tap the potential, use the budget, and make scientific financial decisions.
Course Benefits:
Understand the role of finance, the basic concepts and principles of finance and the logical framework of financial operation;
Understand three financial statements, and be able to use the information in the statements to judge the profitability, operating capacity and financial risk of the enterprise;
Able to apply relevant models to develop feasible plans to tap potential, increase efficiency and reduce costs from a financial perspective;
Improve the awareness of budget management, grasp the key points of budget preparation and implementation process;
Know how to apply decision-making thinking to solve work problems.
Course Duration:1 day, 6 hours a day.
Course Audience:Middle and senior leaders of the enterprise.
Course Method:Lecturer lectures, case discussions, role drills, group discussions and other forms of interactivity, requiring the participation of all employees.
Course outline
Introduction: The role of finance --- financial thinking and decision-making?
1. Financial performance thinking
1.What is Financial Performance Thinking? What is performance from a financial perspective? How is the input-output relationship financially reflected?
2.Why do some companies never make a profit but have a very large market value? Some companies have very good profits, but they are very worthless?
Second, financial cost thinking
1.Why is cost so important for businesses? Is cost the secret of the enterprise, the basis of decision-making? It is also an important strategy.
2.How to understand cost? How to use cost thinking in the business process?
3. Financial decision-making thinking
1.How do you make decisions about your strategy and investments? Financial decisions are the foundation of all decisions--- if an investment or strategy is not financially profitable or valuable, then no matter how tempting the project is, must be abandoned!
2.How to use financial thinking to make major corporate decisions and make internal decisions?
Fourth, financial budget thinking
1."All things are foreseen, and those who are not prepared are wasted"! The budget may not be fully realized, but without it, the business will not be able to achieve the desired goals. The more accurate the budget, the higher the performance and the greater the value!
2.How to budget well? What is a high-quality budget? What is the logic behind the budget? How do you ensure budget actionability? What is the key to a high-level budget?
Interactive:What does the boss think of accounting? Have you used financial thinking in your business? How is it applied and how effective? Why?
Lecture 1: Financial Report Reading: Analyzing the Secrets Behind the Numbers
1. Basic financial statements of enterprises
1.The "foundation" of the enterprise: the balance sheet.
2.The "face" of the enterprise: the income statement.
3.The "days" of the business: the cash flow statement.
2. Reading and evaluation of financial statements
Reading and evaluation of the balance sheet
1) Evaluation of the company's financial security.
2) Evaluation of the company's solvency.
Reading and evaluation of the income statement
1) Evaluation of the company's profitability.
2) Operational capability evaluation.
3) The company's development prospects**.
Reading and evaluation of cash flows and cash flow statements
1) The relationship between accounting statements.
2) Structure and quality analysis of the cash flow statement.
3) Analysis of corporate profitability and solvency after considering cash flow.
Case Study:Take a company as an example, how to pivot the business operation through the data of financial statements.
Lecture 2: Channels for Realizing Financial Digitalization: The Way of Integrating Business and Finance
1. Financial transformation in the context of smart cloud
1.Financial digitalization and integration of industry and finance.
2.Transformation of financial roles: accounting, management to strategic accounting.
2. Integration of industry and finance and value creation
1.The connotation and essence of the integration of business and finance.
2.The premise of the integration of industry and finance.
3.The path of integration of industry and finance.
4.The realization of the integration of business and finance: the analysis of a case.
3. Case analysis of cost reduction --- application of integration of industry and finance
material
1) Quality problems.
2) Material consumption.
3) Material procurement**.
4) Procurement costs.
5) Consumption efficiency is improved.
work
1) Salary. 2) Efficiency.
3) Labor outsourcing.
4) Management and discipline.
5) Alternative employment.
fees
1) Management and discipline.
2) The pass rate is improved.
Lecture 3: Financial Performance Improvement: Means and Channels for Tapping Potential and Increasing Efficiency from the Perspective of Financial Analysis
1. DuPont's financial system
1.Background to DuPont's financial system.
DuPont's methods and means of financial analysis
1) The purpose of financial analysis.
2) Methods of financial analysis.
3) Core indicators of financial analysis.
2. DuPont's financial analysis and the channels for enterprises to tap potential and increase efficiency
Return on equity
1) Meaning. 2) Meaning and interpretation.
Net profit margin on sales
1) Indicator interpretation.
2) Channels for indicator decomposition and potential tapping.
Asset turnover
1) Indicator interpretation.
2) Channels for indicator decomposition and potential tapping.
Financial leverage
1) Indicator interpretation.
2) Channels for indicator decomposition and potential tapping.
Interactive discussions: Discussion of the ideas of the trainees' companies using the DuPont system and the size of the potential.
Lecture 4: How to Turn Strategy into Action: Total Budget Management
1. The importance of comprehensive budget management and the framework system
The connotation of a comprehensive budget
The importance of implementing comprehensive budget management
1) Tools for strategy execution.
2) The means of resource allocation: from the perspective of internal resource allocation.
3) Specification of business processes.
4) The basis of performance management.
The logic behind comprehensive budgeting
1) The game of budgeting.
2) Presentation of budgeting.
3) Risk management and plan preparation.
4.Environmental guarantees for the implementation of the full budget.
Interactive discussions: Does the company have the basic environment for comprehensive budget management?
2. Initiation and implementation of comprehensive budgeting
Corporate strategy and annual business objectives
1) Corporate strategy.
2) Determine the annual business objectives.
Budgeting initiation and methodology
1) Initiation of budgeting.
2) Identify key performance indicators.
3) Determine the content system of budgeting.
4) Determine the method of budgeting.
The implementation framework for budgeting --- the sales-based budgeting process
1) Sales budget.
2) Production budgeting.
3) Direct material budgeting.
4) Procurement budget preparation.
5) Preparation of cost budget.
6) Capital budgeting.
7) Budgeting of financing needs using financial data.
8) Cash flow budgeting.
9) Profit and loss budgeting.
3. Implementation, control and adjustment of the overall budget
1.There were problems with budget implementation.
2.Budget control.
3.Supervision and inspection of the budget.
Fourth, the analysis and assessment of the overall budget
1.Contents of the budget analysis report.
2.Internal performance evaluation.
3.Appraisal of the budget work.
Discuss:
1) What are the problems in the budget? Affect the quality of budget operation.
2) How to solve the problem of irresponsibility of the person in charge of the responsible center in the preparation of the budget?
Lecture 5: Financial decision-making thinking --- application of investment and mergers and acquisitions
First, the connotation of enterprise value
1.The connotation of corporate value.
2.Value and calculation of cash flow.
3.Risk vs. Interest Rate.
4.Options, Risk and Value.
2. Financial feasibility analysis of investment decisions
1.The purpose of the investment.
2.Financial feasibility demonstration.
3.Consideration and treatment of risks.
Case Study:
1) Strategic Decision-making Cases: Transformation, M&A and **.
2) Project investment decisions: P/E ratio, net present value and investment period.
3) Decision-making within enterprises: Models and applications based on interest rates.
Discussion & Analysis:The investment and risk concept behind bank deposit interest, treasury bonds and **?
Course summary and review
1.Summary and review of the main content of the course.
2.Q&A.