Finance for Non-Finance Managers for Graduates of the 1 Day Course (WS8213)
Finance for Non-Finance Managers Training Course
Chartered Management Institute Recognised Training Centre for Manager and Director Training Courses
The full 2 day training course is a CMI, Recognised Training Course. This 2nd day will complete the full 2 day training course
Delegate Comments on the Finance for Non-Finance Managers Training Course
' Massively useful - it was like opening a book that I now have a greater understanding of'
Adam Godfrey - Senior Partner, Stiles Harold Williams LLP
'An excellent course.' Sukhjit Gill - Managing Director, Inclusive Technology
'Excellent second day' Graham Batters – Regional Manager, Ball and Young Ltd
'Good number of examples made what I expected to be a dry subject interesting'
David Elsy – Partner, Withers & Rogers LLP
'Second day in particular was helpful to put concepts in place and to discuss issues related to our own organisations - thanks'
Hanneke Lam – Business Manager, Agrinatura EEIG
Finance for Non-Finance Managers Training Course - Second Day Overview
This training course builds upon the knowledge and experiences gained by attending the standard Finance for Non-Finance Managers training course . It will elevate you to the top 2% of any group of Senior Executives, in terms of your analytical financial and business management skills. This training course is being constantly updated to always contain the latest financial issues and includes information on financial matters that have only come into force in 2018 and therefore first apply to accounting periods starting on or after 1 January 2018.
You will become supremely confident and capable in all types of financial discussions. You will become more confident in your contributions and abilities, when communicating with financial professionals and other managers, directors, investors, suppliers and key clients.
Compared to the standard Finance for Non-Finance Managers training course, this training course places a much greater emphasis on hands-on case studies, where attendees get the opportunity to practice and reinforce the skills and knowledge learned and really integrate them into their core knowledge and skill set, so that their use becomes instinctive and automatic.
All of the topics covered in the original training course will be revised in this training course through the extensive use of case studies and hands on exercises. There will also be new topics and concepts introduced in this training course.
Finance for Non-Finance Managers Training Course Content - Second Day
Accounting and the Law
- Accounting principles & policies (GAAP)
- The different legal structures under which organisations can operate
- The advantages and disadvantages of the different legal structures
- Terminology & Jargon
The Three Key Financial Statements
- Balance Sheets: Assets; Liabilities; Net current assets, capital employed and how to interpret the information;
- Profit & Loss Account, Types of profit, and the layout & use of the profit & loss account
- Cash Flow Statements: Importance of cash flow and Impact of credit and credit control, Problems affecting cash flow, Dealing with Debtors and Creditors
Using Key Ratios to Analyse Accounts and to Support Investment Decisions
- Return on Capital Employed (ROCE)
- Current Ratios and Quick Ratios
- Debtor Days and Creditor Days
- Stock days and Stock Turn
- Net Present Value (NPV) of cash flows and projects
- Investment decisions and Return on Investment (ROI)
- Internal Rate of Return (IRR) and Cost of capital
- Gearing and its impact upon risk and returns; is the level of borrowing too risky?
- Liquidity, could the company hit cash flow problems?
- Profitability, how well is the company doing?
Working Capital Management and Cash Flows
- Converting operating profits into cash flow
- Cash Forecasts
- Cash Management and Liquidity
- Capital Expenditure and Revenue Expenditure
- Phasing of capital spend and its implications for budget holders
Depreciation and Amortisation of Assets and liabilities
- What is Depreciation
- What is Amortisation
- Goodwill; its purpose, calculation and impact
Costing and the Impact of Costing Assumptions on Business Decisions
- Cost types & behaviours and their Impact on decisions
- Break-even and Contribution Analysis
- How costs are determined
- Direct and Indirect Costs: Fixed, Mixed and Variable costs
- Activity Based Costing (ABC) and Activity Based Management (ABM)
- Standard Costing, Marginal Costing, Absorption Costing and Activity Based Costing (ABC)
- How frequently used cost allocation methods and calculated profitability by product. can influence key strategic decisions by determining and predicting artificially constructed profits
- Predicting and maximising profits
- How the chosen cost structure can affect the planning and decision making process
Forecasts and Budgets
- The purpose of forecasts for the business
- Budget objectives and cascading budget objectives
- Budgetary Control as a management tool
- Historic v Zero Based budgeting methods
- Variance Analysis
- Their purpose and definition
- Goodwill evaluation and its stated value in the accounts
Company Acquisitions and Disposals
- The valuation of target company acquisitions
- The treatment of company acquisitions and disposals
- The impact of acquisitions upon the financial results
- The financial pitfalls relating to acquisitions and disposals
- The impact of acquisitions upon the market value of the organisation
Strategic Financial Risk management
- Identifying and evaluating Strategic Financial Risks
- The financial quantification of Strategic Risks
- Early warning indicators and red flags
- Implementing a Strategic Financial Risk monitoring framework
Financial Operational Management
- Financial Pension Issues
- Financial Sales Funnel Management
- Financing of Organic Growth & Acquisitions
Share Price and Share Valuation
- The importance of Share Price/Valuation
- Acquisitions as a tool to create shareholder value and move the Share Price upwards
- Management of the Share Price/Valuation
Other Financial Factors and their Influence on Decision Making
- The interaction of taxation and business planning
- Accounting policies as significant drivers of business decisions
Training Course Leader
The Course Leader is a Fellow of the Institute of Chartered Accountants of England and Wales, an FCA, and a Chartered Director, the Board Director qualification awarded by the Institute of Directors. He is also a Fellow of the Institute of Consulting and a Fellow of the Institute of Directors. He also serves on the Thames Valley Board of the Chartered Management Institute.
He has over 30 years of successful UK and International experience, including 7 years as the Finance Director and then the Chief Executive of a Plc, as well as 13 years with KPMG Management Consulting, IBM and Arthur Andersen.
He is on the Chartered Director Committee of the Institute of Directors, which advises the Institute of Directors as to what UK Board Directors should know in order to properly fulfil the role of a company director. This committee helps to shape the Institute of Directors examination syllabus in the UK. He has been closely involved at a senior level, for more than 9 years, in all aspects of the professional development of company directors and managers. In addition to professional development services, he provides senior level consulting services in Business Strategy, Profits, Business Processes and the raising of new funds.
His delivery style is dynamic, fun, approachable and highly engaging, enabling him to deliver a workshop that you will remember and enjoy. His courses are always assesses as "Excellent" by the delegates
Training Course Learning Objectives
This training course enables participants to understand better, the key attributes and approaches that underpin a strategic and tactical financial approach to management and help to develop the key skills and styles that will allow participants to be more effective when adopting and applying a decision making approach to management.
By the end of this training course participants will be better able to:
- Read, analyse and interpret any set of Financial Statements, including the Balance Sheet, the Profit & Loss Account and the Cash Flow statements
- Understand and quantify the impact of the fundamental accounting concepts and the chosen policies upon any set of accounts
- Recognise and understand the underlying impact of the generally accepted accounting principles and policies on any Balance Sheet and Profit & Loss Account
- Understand the key differences between statutory published accounts and the internal monthly management accounts
- Select the most appropriate method of costing for your organisation and to explain the impact of your choice
- Analyse and make sound investment decisions based upon break even analysis and contribution analysis, with a good understanding of their relative strengths and weaknesses
- Identify and discuss the key financial issues facing an organisation
- Understand the wider commercial impact of any business decision and its interaction with non-financial aspects of the organisation, enabling you to make a better contribution to key discussions and decision making amongst managers and within the organisation
- Understand the basics of budgets and the implementation of budgeting processes
- Value any business using commonly used and widely accepted valuation techniques such as Net Asset Value, Enterprise Value and EBITDA
- Evaluate potential company acquisitions in terms of their market price and the likely impact upon the market value and key financial numbers of your own business
- Communicate more effectively and easily with Finance Managers, and other Finance professionals; through an in depth understanding of financial terminology, management and evaluation techniques.
- Evaluate and identify the financial impact of Strategic Risks and understand the concept of an Strategic Risk early warning indicator framework
- Understand the purpose of consolidated accounts and recognise the hidden red flags within the numbers
- Select the most appropriate legal structure for a business and understand the principal legal and financial duties of the Board.
Who will benefit from attending this training course?
General Managers, Board Directors, Trustees, Company Directors, Department Heads, Sales Managers, Marketing Managers, Administration Managers, Human Resources Managers, Purchasing Managers, IT Managers, Budget Holders, Production Managers, Technical Managers, Facilities Managers, Site Managers, Property Managers, Advertising Managers, Media Managers, Medical Managers, Charity Heads, Charity Managers, Medical Services Managers, Communications Managers, Logistics Managers, and any other managers or executives interested in improving their financial skills and knowledge for the benefit of their organisation and their personal career development.
Delegate Comments on the Finance for Non-Finance Managers Training Courses run by this Course Leader
'An absolutely brilliant training session on finance for non-financial managers. It was the best training course I’ve ever attended.'
Charlotte Sansom – Senior PR Manager, DWF LLP
'Excellent course. Knowledgeable course leader provided us with all the essential details that a non-finance manager needs to approach financial analysis, backed up with insightful comments and examples, resulting in delegates taking away practical and readily applicable skills.'
Operations Manager of a large logistics and storage company
'A great course …... I’ve recommended this internally.'
Director of a large practice of chartered surveyors
'I found the analysis of real companies particularly helpful.'
Alison Biegel, Operations Manager, Anglia Tours Limited
'I would recommend this course – Enjoyed the course'
Peter Crosby – Briton Price Limited
'Very interesting, very comprehensive and flexible'
Bryony Lester – Superstat Limited
'Tutor was extremely knowledgeable'
Lorraine Nicholson – Access Training
'Very good, many thanks'
Robert Leach – Mosdorfor CCL Systems Limited
'I would recommend this course'
Ben Rowles – CSE Education Systems
'Comprehensive look at accounts, budgets and cash flows.'
Commercial Manager, Signpost Ltd
'Good information for an overall view on finance'
Manpreet Bhella – Care Training East Midlands Limited
'Very interesting – Superb overview'
Mark Barfield – British Triathlon Federation
Internal Staff Training and Development
This training workshop, along with most of our other best practice training workshops, can be delivered as an internal training course at your premises. Even with groups as small as 6-8 delegates, the course fees per person for internal training workshops can be lower than for open events. The potential savings are even greater, if the travel time and the travel costs of the delegates are included.
Running training workshops internally is very convenient and it allows the participants to explore how key issues will impact on them and their organization. Then as a team they can begin to agree upon a development action plan, with priorities. This approach is favoured by many of our clients as it combines a high quality service with excellent value for money and is a highly effective route for staff development.
Certificates of Professional Development.
This course is recognised for CPD purposes by most professional institutes and associations including the Law Society, the CIM, the CMI, the ICAEW, the Institute of Learning and the CIPD. Formal Certificates of Professional Development will be issued by email to participants who successfully complete this course. These certificates will enable participants to evidence the update of their CPD records. The workshop will consider how to best apply the knowledge gained by the delegates upon their return to the workplace. This element of the programme is designed to maximise the benefits of attending and enable participants to make valued judgments when recording CPD activities