Harpenden

<h2>Finance in a Day!</h2><p>Key financial skills are not as difficult to learn as many people believe.</p><p>Are your non-financial management team held back by weak financial skills?</p><p>Managers in all parts of the organisation are finding they need some degree of financial know how to cope with the responsibility placed on them as business managers and key decision-makers. The key financial skills are not as difficult to learn as many people believe, and our one-day programme makes finance accessible for everyone. This expert one-day workshop covers the fundamentals of finance and helps non-financial managers to improve weak financial skills, enabling them to think and use finance naturally.</p><h3>Learning objectives</h3><p>After completing this course participants will be able to:</p><ul><li>Understand fundamental business finance concepts; understand, analyse and interpret financial statements: Profit Statement, Balance Sheet and Cashflow Statement</li><li>Understand the vital difference between profit and cashflow; identify the key components of working capital and how they can be managed to generate strong cashflow</li><li>Evaluate pricing decisions based on an understanding of the nature of business costs and their impact on gross margin and break-even sales; managing pricing, discounts and costs to generate strong business profits; understand how lean manufacturing methods improve profit</li><li>Use powerful analytical tools to measure and improve the performance of their own company and assess the effectiveness of their competitors</li><li>Understand the role of business finance in formulating and implementing competitive business strategy; the role of budgeting as part of the planning process and the various approaches to budgeting and performance measurement</li></ul><section>
                    <h3>Business and finance fundamentals</h3><ul><li>The objectives of the firm: delivering value to shareholders and key stakeholders</li><li>Understanding the drivers of shareholder value</li><li>Who uses financial statements and why</li></ul><h3>Basic principles</h3><ul><li>Understanding business funds flow</li><li>Understanding and using the balance sheet</li><li>Understanding and using the profit statement</li><li>Recognising the vital difference between profit and cashflow</li><li>Understanding and using the cashflow statement</li><li>What financial statements can and cannot tell us</li></ul><h3>Managing and improving cashflow</h3><ul><li>What is working capital and why is it so important?</li><li>Understanding how working capital drives business growth</li><li>Understanding and avoiding the over-trading trap</li><li>Managing and improving business cashflow</li></ul><h3>Managing and improving profit</h3><ul><li>Understanding how profits generate cashflow</li><li>Understanding cost behaviour</li><li>Understanding gross margin and break-even</li><li>How common pricing methods affect profit</li><li>Improving profit - effective and defective strategies</li></ul><h3>Measuring and managing business performance</h3><ul><li>Measures of financial performance and strength</li><li>Investor behaviour: the risk and reward relationship</li><li>Return on investment (ROI): the ultimate measure of business performance</li><li>How profit margin and net asset turnover drive return on net assets</li><li>Why some companies are more profitable that others</li><li>Why great companies fail - what happened to Kodak?</li></ul><h3>Working with finance</h3><ul><li>The business planning and budgeting cycle</li><li>Monitoring and managing business performance</li><li>Combining financial and non-financial performance measures</li><li>Understanding and using key performance indicators</li></ul>


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Maximum Performance

Finance in a Day!

<h2>Finance in a Day!: In-House</h2><p>Key financial skills are not as difficult to learn as many people believe.</p><p>Are your non-financial management team held back by weak financial skills?</p><p>Managers in all parts of the organisation are finding they need some degree of financial know how to cope with the responsibility placed on them as business managers and key decision-makers. The key financial skills are not as difficult to learn as many people believe, and our one-day programme makes finance accessible for everyone. This expert one-day workshop covers the fundamentals of finance and helps non-financial managers to improve weak financial skills, enabling them to think and use finance naturally.</p><h3>Learning objectives</h3><p>After completing this course participants will be able to:</p><ul><li>Understand fundamental business finance concepts; understand, analyse and interpret financial statements: Profit Statement, Balance Sheet and Cashflow Statement</li><li>Understand the vital difference between profit and cashflow; identify the key components of working capital and how they can be managed to generate strong cashflow</li><li>Evaluate pricing decisions based on an understanding of the nature of business costs and their impact on gross margin and break-even sales; managing pricing, discounts and costs to generate strong business profits; understand how lean manufacturing methods improve profit</li><li>Use powerful analytical tools to measure and improve the performance of their own company and assess the effectiveness of their competitors</li><li>Understand the role of business finance in formulating and implementing competitive business strategy; the role of budgeting as part of the planning process and the various approaches to budgeting and performance measurement</li></ul><section>
                    <h3>Business and finance fundamentals</h3><ul><li>The objectives of the firm: delivering value to shareholders and key stakeholders</li><li>Understanding the drivers of shareholder value</li><li>Who uses financial statements and why</li></ul><h3>Basic principles</h3><ul><li>Understanding business funds flow</li><li>Understanding and using the balance sheet</li><li>Understanding and using the profit statement</li><li>Recognising the vital difference between profit and cashflow</li><li>Understanding and using the cashflow statement</li><li>What financial statements can and cannot tell us</li></ul><h3>Managing and improving cashflow</h3><ul><li>What is working capital and why is it so important?</li><li>Understanding how working capital drives business growth</li><li>Understanding and avoiding the over-trading trap</li><li>Managing and improving business cashflow</li></ul><h3>Managing and improving profit</h3><ul><li>Understanding how profits generate cashflow</li><li>Understanding cost behaviour</li><li>Understanding gross margin and break-even</li><li>How common pricing methods affect profit</li><li>Improving profit - effective and defective strategies</li></ul><h3>Measuring and managing business performance</h3><ul><li>Measures of financial performance and strength</li><li>Investor behaviour: the risk and reward relationship</li><li>Return on investment (ROI): the ultimate measure of business performance</li><li>How profit margin and net asset turnover drive return on net assets</li><li>Why some companies are more profitable that others</li><li>Why great companies fail - what happened to Kodak?</li></ul><h3>Working with finance</h3><ul><li>The business planning and budgeting cycle</li><li>Monitoring and managing business performance</li><li>Combining financial and non-financial performance measures</li><li>Understanding and using key performance indicators</li></ul>


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Finance in a Day!: In-House

<p>In today's competitive business world firms are under unprecedented pressure to deliver value to their shareholders and other key stakeholders. Senior executives in all parts of the organisation are finding that they need some degree of financial know how to cope with the responsibility placed on them as business managers and key decision-makers; monitoring and improving business performance, investing in capital projects, mergers and acquisitions: all require some degree of financial knowledge. The key financial skills are not as difficult to learn as many people believe and in the hands of an experienced senior executive they can provide a formidable competitive advantage.</p>After completing this course delegates will be able to:<ul><li>Understand fundamental business finance concepts; understand, analyse and interpret financial statements: Profit Statement, Balance Sheet and Cashflow Statement</li><li>Understand the vital difference between profit and cashflow; identify the key components of working capital and how they can be managed to generate strong cashflow</li><li>Evaluate pricing decisions based on an understanding of the nature of business costs and their impact on gross margin and break-even sales; managing pricing, discounts and costs to generate strong business profits; understand how lean manufacturing methods improve profit</li><li>Use powerful analytical tools to measure and improve the performance of their own company and assess the effectiveness of their competitors</li><li>Apply and interpret techniques for assessing and comparing investment opportunities in capital projects, business acquisitions and other ventures; understand and apply common methods of business valuation</li><li>Understand the role of business finance in formulating and implementing competitive business strategy; the role of budgeting as part of the planning process and the various approaches to budgeting and performance measurement</li></ul><section>
                    <h3>1 Basic principles</h3><ul><li>Delivering value to key stakeholders</li><li>Accounting concepts, GAAP, IFRS and common terms</li><li>Understanding and using the balance sheet</li><li>Understanding and using the profit statement</li><li>Recognising the vital difference between profit and cashflow</li><li>Understanding and using the cashflow statement</li><li>What financial statements can and cannot tell us</li></ul> <h3>2 Managing and improving cashflow</h3><ul><li>Sources of finance and their advantages and disadvantages</li><li>What is working capital and why is it so important?</li><li>Managing stocks, debtors and creditors</li><li>Understanding how working capital drives business growth</li><li>Understanding and avoiding the over-trading trap</li><li>Unlocking the funds tied up in fixed assets: asset backed loans and leasing</li></ul> <h3>3 Managing and improving profit</h3><ul><li>Understanding how profits generate cashflow</li><li>The fundamental nature of costs: fixed and variable business costs</li><li>Understanding gross margin and break-even</li><li>How common pricing methods affect gross margin and profit</li><li>Effective strategies to improve gross margin</li><li>Using value chain analysis to reduce costs</li><li>Lean manufacturing methods<ul><li>Understanding Just-in-time, 6 Sigma and Kaizen methods</li></ul></li><li>Improving profit<ul><li>Effective and defective strategies</li></ul></li></ul> <h3>4 Measuring and managing business performance</h3><ul><li>Measures of financial performance and strength</li><li>Investor behaviour: the risk and reward relationship</li><li>Return on investment (ROI): the ultimate measure of business performance</li><li>How profit margin and net asset turnover drive return on net assets</li><li>Why some companies are more profitable that others</li><li>Understanding competitive advantage: cost and differentiation advantage</li><li>Why great companies fail<ul><li>What happened to Kodak?</li></ul></li><li>Using a 'Pyramid of Ratios' to improve business performance</li><li>Using Critical Success Factors to develop Key Performance Indicators</li></ul> <h3>5 Budgeting and forecasting methods</h3><ul><li>Using budgets to support strategy</li><li>Objectives and methods for effective budgets</li><li>Using budgets to monitor and manage business performance</li><li>Alternative approaches to budgeting</li><li>Developing and implementing Balanced Scorecards</li><li>Beyond Budgeting</li><li>Forecasting methods and techniques</li><li>Identifying key business drivers</li><li>Using rolling forecasts and 'what-if' models to aid decision-making</li></ul> 


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The In House Training Company

Financial Modelling & Analysis

Finance Cert & Exam Prep

Financial Analysis

Corporate Finance Level 1

Finance For Non Finance Managers

Corporate Finance

Advanced financial analysis (In-House)

<p>Finance doesn't have to be a puzzle.</p><p>And if you want to get anywhere with your career, it had better not be!</p><p>Whatever your role, you have an impact on the financial wellbeing of the organisation you work for, whether you've got specific financial responsibilities or not.</p><p>This thoroughly practical, fun and enjoyable one-day workshop will help unpuzzle finance for you. It's an ideal opportunity to master the terminology, get to grips with the concepts, learn how 'the finance department' works and understand the part you play.</p>This course will help participants:<ul><li>Appreciate the role and importance of Finance within organisations</li><li>Be able to recognise and describe some of the common items and jargon used</li><li>Identify the elements of the Profit &amp; Loss and the Balance Sheet</li><li>Understand cashflow</li><li>Make better decisions</li><li>Manage budgets</li></ul><section>
                    <h3>1 Introduction</h3><ul><li>Expectations</li><li>Terminology</li><li>Key financial principles<ul><li>Accruals</li><li>Consistency</li><li>Prudence</li><li>Going concern</li></ul></li></ul> <h3>2 The three main financial statements</h3><ul><li>Profit &amp; Loss account<ul><li>Income</li><li>Cost of sales</li><li>Gross profit</li><li>Administrative expenses ('overheads')</li><li>Net profit/(loss) for the financial year (the 'bottom line')</li><li>P&amp;L format</li></ul></li><li>Balance Sheet<ul><li>Terminology</li><li>Fixed Assets</li><li>Current Assets</li><li>Current Liabilities</li><li>Long-term Liabilities</li><li>Capital</li><li>B/S format</li></ul></li><li>Cashflow Statement</li><li>Financial and management information systems</li></ul> <h3>3 Budgets and forecasts</h3><ul><li>Why budget?</li><li>Types of budget - incremental or zero-based</li><li>Budgeting for costs - fixed and variable</li><li>Budgeting for income</li><li>An eight point plan for budgeting for your department</li><li><em>Case study: Small Brother Ltd</em></li><li>Problems and solutions</li></ul> <h3>4 Accruals</h3><ul><li>Accruals - what and why?</li><li>Prepayments</li></ul> <h3>5 Open forum</h3> 


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Personal Finance

Accounting & Finance

Practical Accounting

Unpuzzling finance (In-House)

<p>This course is designed specifically to help improve your collection rates. The UK's leading trainer in the subject uses practical examples and case studies to show how to use debt collection techniques that really work.</p>This programme will help participants to:<ul><li>Understand debtors and communicate with them effectively</li><li>Improve their telephone and writing skills</li><li>Appreciate the key legal issues</li><li>Track down 'gone-aways'</li><li>Improve their collection rates</li></ul><section>
                    <h3>1 Giving credit and collecting debts</h3><ul><li>The benefits when you get it right</li><li>The cost of getting it wrong</li></ul> <h3>2 Analysing yourself</h3><ul><li>The importance of making the right 'first impression'</li><li>Assessing your own personal communication style and how this affects your results</li><li>How do you (or might you) look in the debtor's eyes? What would you like to change?</li></ul> <h3>3 Analysing your debtors</h3><ul><li>Types of debtor<ul><li>The delaying debtor</li><li>The genuine debtor</li><li>The cashflow or hardship problem debtor</li><li>The ones who never intended to pay</li></ul></li><li>Spot the most common reasons and excuses for non-payment - and learn how to deal<br />with them</li></ul> <h3>4 Understanding debt recovery and the law</h3><ul><li>Data protection issues</li><li>County Court suing enforcement methods</li><li>Human rights and debt recovery</li><li>Retention of title matters</li></ul> <h3>5 Telephone skills for debt recovery</h3><ul><li>A 7-point plan which works every time</li><li>Learning by example: listening to and analysing some pre-recorded (or live) collection calls<ul><li>What was done well?</li><li>What should have been done differently?</li><li>Did the collector recognise opportunities?</li><li>Did the collector create opportunities where seemingly none existed?</li><li>Did the collector negotiate well or not at all?</li></ul></li></ul> <h3>6 Writing skills for debt recovery</h3><ul><li>Key phrases to avoid</li><li>What to include</li><li>A sample letter which gets results in over 90% of cases</li></ul> <h3>7 Tracking down the 'gone aways'</h3><ul><li>A unique debtor-tracing plan</li><li>Why spend money on external tracers when you can find those 'gone away' debtors for<br />yourself?</li></ul> <h3>8 Course review</h3><ul><li>The traps to avoid</li><li>Key personal learning points</li></ul> 


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Credit Control

Counselling Skills

Legal Practice Course (LPC)

Trainers Course

Credit Controller

Credit control and debt recovery - practical issues (In-House)

<p>Nowadays not only do we rely on our commercial and sales staff to hit that bottom line but we expect our engineers and project teams to play their part too - not only through their engineering and management skills but by behaving in a commercially minded way in their dealings with their counterparts in customer or supplier organisations. This means understanding, amongst other things, the issues surrounding the commencement of work ahead of contract, having a clear contract baseline, recognising the broader implications of contract change, the need for timeliness and the consequences of failing to meet the contracted timetable.</p><p>This practical one-day programme has been designed specifically to give engineers, project staff and others just that understanding. The course is designed principally to provide engineers and project staff with an appreciation of contractual obligations, liabilities, rights and remedies so that they understand the implications of their actions. It is also suitable for business development staff who are negotiating contracts on behalf of the business.</p><p>The main focus of the day is on creating an awareness of when a situation may have commercial implications that would harm an organisation's business interests if not recognised and handled appropriately and how taking a positive but more commercial approach to those situations can lead to a more positive outcome for the business. As well as providing an understanding of the commercial imperatives the day also focuses on specific areas affecting engineers and project staff, such as the recognition and management of change, the risks when working outside the contract and managing delays in contracts. The course identifies the different remedies that may apply according to the reasons for the delay and provides some thoughts on pushing back should such situations arise.</p><p>On completion of this programme the participants will:</p><ul><li>appreciate the need for contractual controls and will have a better understanding of their relevance and how they can be applied, particularly the issues of starting work ahead of contract, implementing changes and inadvertently creating a binding contract by their behaviour;</li><li>have gained an understanding of the terminology and procedural issues pertaining to contracting within a programme; and</li><li>be more commercially aware and better equipped for their roles.</li></ul><section>
                    <h3>1 Basic contract law - bidding and contract formation</h3><ul><li>Purpose of a contract</li><li>Contract formation - the key elements required to create a legally binding agreement</li><li>Completeness and enforceability</li><li>Express and implied terms</li><li>Conditions <em>v</em> warranties</li><li>The use of, and issues arising from, standard forms of sale and purchase</li><li>Use of 'subject to contract'</li><li>Letters of intent</li><li>Authority to commit</li></ul> <h3>2 Change management</h3><ul><li>Recognising changes to a contracted requirement</li><li>Pricing change</li><li>Implementation and management of change</li></ul> <h3>3 Key contracting terms and conditions</h3><em>By the end of this module participants will be able to identify the key principles associated with:</em><ul><li>Pricing</li><li>Getting paid and retaining payment</li><li>Cashflow</li><li>Delivery and acceptance</li><li>Programme delays<ul><li><em>Examining some reasons for non-performance...</em></li><li>Customer failure</li><li>Contractor's failure</li><li>No fault delays</li></ul></li><li><em>... and the consequences of non-performance:</em></li><li><ul><li>Damages claims</li><li>Liquidated damages</li><li><em>Force majeure</em></li><li>Continued performance</li></ul></li><li>Waiver clauses and recent case law</li><li>Use of best/reasonable endeavours</li><li>Contract termination</li></ul> <h3>4 Warranties, indemnities and liability</h3><ul><li>Express and implied warranties</li><li>Limiting liability</li></ul> <h3>5 Protection of information</h3><ul><li>Forms of intellectual property</li><li>Background/foreground intellectual property</li><li>Marking intellectual property</li><li>Intellectual property rights</li><li>Copyright</li><li>Software</li><li>Confidentiality agreements</li><li>Internet</li></ul> 


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Educators providing Courses in Birmingham

Courses matching "Cashflow"

Finance in a Day!

By Maximum Performance

Finance in a Day!: In-House

By Maximum Performance

Advanced financial analysis (In-House)

By The In House Training Company

Unpuzzling finance (In-House)

By The In House Training Company

Credit control and debt recovery - practical issues (In-House)

By The In House Training Company

Commercial awareness for project staff and engineers (In-House)

By The In House Training Company

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