Finance for the Non-Financial Managers

Finance for the Non-Financial Managers

For many managers, the company’s financial statements remain a mystery. However, as these managers move into increasingly senior positions, incentives are frequently tied to those very statements, and discussions regarding financial performance become more regular. A basic understanding of both financial statements and project evaluation tools allows for rational decisions and intelligent discussions.

PROGRAM CONTENT
Analysis and Interpretation of Financial Statements
The Income Statement
�Defining revenue, cost of sales, and gross and net profit
�Differentiating between capital and operating expenditures
The Balance Sheet
�Assets, liabilities, and equity
�Current and fixed assets
�Short-term versus long-term liabilities
�Depreciation and retained earnings

Using Ratios to Analyze and Interpret Statements
Deriving meaning from company financial statements
Common financial ratios
Using ratios to determine financial strength, viability, and liquidity
Relating leverage levels to risk

Cash Flow and Working Capital Management
The Cash Flow Statement
�Recognizing the difference between profit and cash
�Identifying the key elements of the cash flow statement
�Determining historical operating cash inflows and outflows
Working Capital Management
�Optimizing the impact of working capital on cash flow
�Forecasting future cash flows
�Controlling inventory levels
�Managing receivables and payables

Pricing, Costing, and Break-even Analysis
Deriving Optimum Costing
�Classifying fixed and variable costs
�Comparing costing techniques
�Marginal costing and contribution
�Absorbing direct and indirect costs into products or services
Analyzing Break-even Points
�Calculating a project’s break-even point
�Evaluating a product discontinuation decision

Project Evaluation
Assessing the financial viability of capital investments
Evaluating the limitations of ROI and payback
Appraising potential capital investments using discounted cash flow techniques

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