Description

Essential tools for analytical accounting and construction of the main indicators for commercial steering and management of a Business Unit. Build budgetary objectives based on the performances achieved, calculate an operational budget and design periodic corrective actions.

Who is this training for ?

For whom ?

Operational managers and executives responsible for a department or unit not specialized in accounting and financial areas.

Prerequisites

Training objectives

Construct the main steering and management indicators of a Business Unit Calculate a cost price, a threshold and a profitability margin Build budgetary objectives and translate them into operational budgets Analyze budget gaps and design corrective actions

Training program

• Understand the usual management tools
  • - Use of analytical accounting for calculating cost costs.
  • - The different cost calculation methods: full cost, partial cost, ABC method.
  • - Distinguish between direct costs and indirect costs.
  • - The distribution of indirect costs: work units, cost rates, drivers.
  • - The logic of internal transfer prices.
  • - Calculating margins and the profitability threshold.
  • - Deciding whether or not to maintain a product or an activity.
  • - Evaluate the forecast profitability of an investment.
  • - Practical work Via analytical accounting, calculate the cost price of finished products sold or services performed.
  • - Identify the break-even point.
  • - Arbitrate the composition of sales using product mix.
• Setting up your on-board indicators
  • - Manage your activity using dashboards.
  • - Identify action variables, performance indicators and management tools.
  • - Manage the economic and financial performance.
  • - Management by margins (EBIT, EBITDA, REX, ROP.
  • - ).
  • - Management by economic profitability indicators , financial profitability; management by cash.
  • - Managing commercial performance.
  • - Managing the performance of information systems (introduction).
  • - Practical work Know how to use financial performance indicators and identify action levers: calculation of return on equity, free cash flow, EBITDA.
• Build and negotiate your next budget
  • - The operational implementation of budgetary objectives.
  • - The budgetary process in the company.
  • - Take into account the priorities and constraints set.
  • - Analyze past performance.
  • - Set clear, ambitious and realistic objectives.
  • - Build action plans in line with the objectives.
  • - The missions contributing to the objectives.
  • - The allocation of resources and means to be implemented.
  • - The costing of the operational budget.
  • - The classification of budget items .
  • - Operating and investment costs.
  • - Budget presentation and negotiation.
  • - Arguing to remove objections and convince.
  • - Analyze deviations and corrective actions.
  • - Re-forecasting.
  • - Practical work Starting from the determining budget (sales budget), decline the incident budgets : payroll, overheads, taxes, investments.
  • - Ensure quarterly adjustment.