Finance for Non-Finance Professionals

Programme Overview

To succeed at any employment level and position, knowledge of basic financial principles is critical. 'Finance for non-Finance Professionals' transforms financial and accounting concepts into decision making tools you can use successfully every day. You will learn to apply the fundamentals of finance to improve budget management, increase potential profits, and assess the financial performance of business activities. You will also understand the terminology used by accounting and finance staff and will feel more confident when being involved with them or using them. This course will help you do a better job and prepare you for senior management positions where financial awareness is crucial.

Programme Objectives

By the end of the course, participants will be able to:

Define the four key financial statements: balance sheet, income statement, cash flow and changes in owner equity as well as key financial terms such as profit, margins and leverage used in organizations
Interpret the financial health and condition of a company, division or responsibility center and use financial information for management and evaluation
Prepare a company's operating budget and relate it to the organization's strategic objectives

Target Audience

Managers, supervisors and staff from any function including finance who need to improve their understanding and usage of financial information.

Target Competencies

Accounting
Understanding financial statements
Financial analysis
Budgeting

Programme Outline

The key financial statements

Understanding the accounting cycle
The five main accounts in financial statements
Income statement: tool for performance measurement

Accrual basis versus cash basis

Balance sheet: tool for financial position
Statement of owners’ equity
Statement of cash flows: cash is king
Wrapping-up: the cycle of financial statements
External and internal auditors’ responsibilities

The building blocks of financial statements analysis

Horizontal and trend analysis
Vertical analysis and common size financial statements
Liquidity analysis

Current ratio
Quick ratio
Cash ratio

Solvency analysis

Debt to assets
Equity ratio
Interest coverage

Activity and investment analysis

Receivables turnover
Inventory turnover
Payables turnover
Cash conversion cycle
Total assets turnover

Profitability analysis: margins and returns

Gross profit margin
Operating profit margin
Net profit margin
Return on equity
Return on assets

Operating budget process and techniques

What is an operating budget
Steps to budget development
Master budget components
Sales forecasting
Approaches to budgeting
Incremental budgeting
Zero-based budgeting
Budgetary control and correction

Programme Objectives

By the end of the course, participants will be able to:

Define the four key financial statements: balance sheet, income statement, cash flow and changes in owner equity as well as key financial terms such as profit, margins and leverage used in organizations
Interpret the financial health and condition of a company, division or responsibility center and use financial information for management and evaluation
Prepare a company's operating budget and relate it to the organization's strategic objectives

Target Audience

Managers, supervisors and staff from any function including finance who need to improve their understanding and usage of financial information.

Target Competencies

Accounting
Understanding financial statements
Financial analysis
Budgeting

Programme Outline

The key financial statements

Understanding the accounting cycle
The five main accounts in financial statements
Income statement: tool for performance measurement

Accrual basis versus cash basis

Balance sheet: tool for financial position
Statement of owners’ equity
Statement of cash flows: cash is king
Wrapping-up: the cycle of financial statements
External and internal auditors’ responsibilities

The building blocks of financial statements analysis

Horizontal and trend analysis
Vertical analysis and common size financial statements
Liquidity analysis

Current ratio
Quick ratio
Cash ratio

Solvency analysis

Debt to assets
Equity ratio
Interest coverage

Activity and investment analysis

Receivables turnover
Inventory turnover
Payables turnover
Cash conversion cycle
Total assets turnover

Profitability analysis: margins and returns

Gross profit margin
Operating profit margin
Net profit margin
Return on equity
Return on assets

Operating budget process and techniques

What is an operating budget
Steps to budget development
Master budget components
Sales forecasting
Approaches to budgeting
Incremental budgeting
Zero-based budgeting
Budgetary control and correction

The key financial statements

Understanding the accounting cycle
The five main accounts in financial statements
Income statement: tool for performance measurement

Accrual basis versus cash basis

Balance sheet: tool for financial position
Statement of owners’ equity
Statement of cash flows: cash is king
Wrapping-up: the cycle of financial statements
External and internal auditors’ responsibilities

The building blocks of financial statements analysis

Horizontal and trend analysis
Vertical analysis and common size financial statements
Liquidity analysis

Current ratio
Quick ratio
Cash ratio

Solvency analysis

Debt to assets
Equity ratio
Interest coverage

Activity and investment analysis

Receivables turnover
Inventory turnover
Payables turnover
Cash conversion cycle
Total assets turnover

Profitability analysis: margins and returns

Gross profit margin
Operating profit margin
Net profit margin
Return on equity
Return on assets

Operating budget process and techniques

What is an operating budget
Steps to budget development
Master budget components
Sales forecasting
Approaches to budgeting
Incremental budgeting
Zero-based budgeting
Budgetary control and correction



Programme Objectives

By the end of the course, participants will be able to:

Define the four key financial statements: balance sheet, income statement, cash flow and changes in owner equity as well as key financial terms such as profit, margins and leverage used in organizations
Interpret the financial health and condition of a company, division or responsibility center and use financial information for management and evaluation
Prepare a company's operating budget and relate it to the organization's strategic objectives



Target Audience

Managers, supervisors and staff from any function including finance who need to improve their understanding and usage of financial information.



Target Competencies

Accounting
Understanding financial statements
Financial analysis
Budgeting



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Programme Outline

The key financial statements

Understanding the accounting cycle
The five main accounts in financial statements
Income statement: tool for performance measurement

Accrual basis versus cash basis

Balance sheet: tool for financial position
Statement of owners’ equity
Statement of cash flows: cash is king
Wrapping-up: the cycle of financial statements
External and internal auditors’ responsibilities

The building blocks of financial statements analysis

Horizontal and trend analysis
Vertical analysis and common size financial statements
Liquidity analysis

Current ratio
Quick ratio
Cash ratio

Solvency analysis

Debt to assets
Equity ratio
Interest coverage

Activity and investment analysis

Receivables turnover
Inventory turnover
Payables turnover
Cash conversion cycle
Total assets turnover

Profitability analysis: margins and returns

Gross profit margin
Operating profit margin
Net profit margin
Return on equity
Return on assets

Operating budget process and techniques

What is an operating budget
Steps to budget development
Master budget components
Sales forecasting
Approaches to budgeting
Incremental budgeting
Zero-based budgeting
Budgetary control and correction

The key financial statements

Understanding the accounting cycle
The five main accounts in financial statements
Income statement: tool for performance measurement

Accrual basis versus cash basis

Balance sheet: tool for financial position
Statement of owners’ equity
Statement of cash flows: cash is king
Wrapping-up: the cycle of financial statements
External and internal auditors’ responsibilities

The building blocks of financial statements analysis

Horizontal and trend analysis
Vertical analysis and common size financial statements
Liquidity analysis

Current ratio
Quick ratio
Cash ratio

Solvency analysis

Debt to assets
Equity ratio
Interest coverage

Activity and investment analysis

Receivables turnover
Inventory turnover
Payables turnover
Cash conversion cycle
Total assets turnover

Profitability analysis: margins and returns

Gross profit margin
Operating profit margin
Net profit margin
Return on equity
Return on assets

Operating budget process and techniques

What is an operating budget
Steps to budget development
Master budget components
Sales forecasting
Approaches to budgeting
Incremental budgeting
Zero-based budgeting
Budgetary control and correction

Total Fee

Classroom -

£1390

Virtual-

Programme Details

Code

TR-1076

Duration

5 Days

Delivery

Classroom or Virtual

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