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View Live Stats View ReviewsFinance for Non-Financial Managers Training Course London
Training in London and UK on Finance for non Financial Manager
Face to face / Online public schedule & onsite training. Restaurant lunch included at STL venues.
(214 reviews, see all 99,943 testimonials) |
From £937 List price £1025
- 1 day Instructor-led workshop
- Courses never cancelled
- Restaurant lunch
Syllabus
Who is this course for?
This course is suitable for managers and others in finance related roles:
- with some or no financial knowledge
- who need to understand the financial implications of every day decision making
- who need to increase profitability and performance of their business
You may also wish to consider the Excel for Finance Professionals course.
Objectives
This one day course provides a clear and practical understanding of finance and how this relates to daily business decisions. This course has been formed from extensive experience and uniquely covers both external and internal finance, making it a valuable investment for managers. These skills will provide a formidable competitive advantage and will have measurable impact across decisions made throughout the organisation.
Prerequisites
This course will take you through the fundamentals of finance in a business context and assumes no previous financial training. It is helpful to have an awareness of budgets, costs and how money is spent inside your organisation
Benefits
• Understand Financial Statements• Value of knowing costs
• Budgeting essentials
• Ratios, KPIs and why they are important
• Difference between profit and cashflow
• Understand the role of business finance in formulating & implementing competitive strategy
Course Syllabus
Business and Finance fundamentals
Importance of making Financially informed decisions at the right time
Financial terms and accounting concepts
Financial management techniques and tools
Cash vs Accrual Accounting
Management vs Financial Accounting
Understanding Financial Statements
Assets, Liabilities and the Balance sheet
Capital (CapEx) vs Revenue/Operating Expenditure (OpEx)
Profit and Loss statement
Cashflow statement
Recognising the difference between profit and cashflow
Limitations of Financial Statements
Costs
Cost behaviour
Fixed, Semi-Variable and Variable costs
Optimising costs
Budgeting
Effective Budgeting and strategic planning
Practical budgeting exercise
Golden Rules of Budgeting
Measuring and managing performance
Management accounting Ratios
KPIs essential for maintaining good Financial health
Action Planning
Reflecting on recent decisions and personal action planning
Strategic changes based on greater awareness of Finance
Prices & Dates
What you get
"What do I get on the day?"
Arguably, the most experienced and highest motivated trainers.
Face-to-face training
Training is held in our modern, comfortable, air-conditioned suites.
Lunch, breaks and timing
A hot lunch is provided at local restaurants near our venues:
- Bloomsbury
- Limehouse
Courses start at 9:30am.
Please aim to be with us for 9:15am.
Browse the sample menus and view joining information (how to get to our venues).
Refreshments
Available throughout the day:
- Hot beverages
- Clean, filtered water
- Biscuits
Online training
Regular breaks throughout the day.
Learning tools
In-course handbook
Contains unit objectives, exercises and space to write notes
24 months access to trainers
Your questions answered on our support forum.
Training formats & Services
Training Formats & Services
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Testimonials
Tough Mudder
Vicky Rogers,
Operations Manager
Glad to find this course useful as wasn't sure it would be relevant but definitely useful!
Finance for Non-Financial Managers
Colebrook Bosson Saunders
Vicky Richardson,
Sales Director
Course was engaging
Finance for Non-Financial Managers
UCL Business PLC
Alan Richardson,
Operations Support Administrator
Everything was already very good
Finance for Non-Financial Managers
Our Finance for Non Financial Managers Training courses are one or two days in duration. For the two-day course, see 'Workshop'. Alternatively, contact us to discuss tailored content for an on-site or closed company course. Our financial management for non finance managers are available in London and UK wide.
Training manual sample
Below are some extracts from our Finance for Non-Financial Managers manual.
Finance for NonFinancial Managers
UNDERSTANDING FINANCIAL STATEMENTS
Financial statements are intended to provide users with information about:
- the financial position of the company
- the financial performance of the company
- changes in its financial position
This information can be used to assess the ability of the firm to generate cash and the timing and certainty of this cash generation. The ability to generate cash is fundamental to the survival and health of a company and determines, amongst other things, whether it will be able to pay its funders, suppliers, and employees.
Financial statements also provide a way of making the directors accountable to the shareholders for:
- the way they have managed the company, and
- the financial results they have achieved
UNDERSTANDING WORKING CAPITAL
- Working capital is the ‘circulating capital’ of the business.
- In the balance sheet working capital is described as ‘net current assets’ and is calculated by deducting current liabilities from current assets.
- Working capital is important because it has to be funded. Once the firm’s initial funding has been invested in equipment and working capital the business will be able to grow sales to the level that can be supported by the cash and stock available. Exactly where this level is will be determined by the amount of start-up funding, the subsequent profits and by how much working capital is needed.
- In a healthy business, the working capital circulation process takes place smoothly and at a pace that allows the business to keep the business operating at the same level of sales without the need to inject new funds. However, for the business to grow, it will be necessary to increase working capital; additional funding will often be required to finance this additional working capital.
- Companies that attempt to grow the business rapidly without access to additional funding run the risk of overtrading
Gross margin
Gross margin is what is left after deducting variable costs from sales revenue: gross margin is the real income of the business
Break-even point
By understanding the relationship between gross margin and fixed costs it is possible to calculate the break-even sales point for the business.
Break-even point is the most important dividing line in business, it is the sales level at which the business just covers its costs.
If sales are below break-even point the business will make a loss; if sales are above break-even point the business will make profit.
Break-even point can be calculated using gross margin: break-even is achieved when fixed costs are covered by gross margin.
Break-even sales point is calculated by dividing fixed costs by gross margin per unit
MEASURING PERFORMANCE
A business planning cycle is a logically sequenced plan of action that is designed to aid in the task of company planning. The cycle will often focus on the establishment of viable operational plans that ensure a smooth production process, as well as addressing issues such as the ordering and receipt of raw materials, the housing of finished goods prior to transport to customers, and even the shipping processes used to deliver those finished goods.
Stakeholders can use a number of measures to assess the financial performance of a business and to judge how well the business is being managed. Profit and cash-flow are both good measures of financial performance but the key financial measure is return on investment.
Reasons to Create a Budget
- Budgets Set Targets;
- Strategy Requires Funding;
- Money Allocated for Aging Facilities and Equipment;
- Budgets Communicate Priorities;
- Control Spending;
- Eliminate Turf Wars;
- Provides a Profit Margin.
Budgeting is the foundation for all business success. Budgets help with both planning and control of the organization's financial resources.
Measures of financial performance and strength
Definition of 'Financial Performance'
A subjective measure of how well a firm can use assets from its primary mode of business and generate revenues. This term is also used as a general measure of a firm's overall financial health over a given period of time and can be used to compare similar firms across the same industry or to compare industries or sectors in aggregation.
There are many different ways to measure financial performance, but all measures should be taken in aggregation. Line items such as revenue from operations, operating income or cash flow from operations can be used, as well as total unit sales. Furthermore, the analyst or investor may wish to look deeper into financial statements and seek out margin growth rates or any declining debt.
Why some companies are more profitable than others
There are two fundamental questions that business owners and managers ask all over the world:
- Why are some companies and businesses more profitable than others?
It’s a great starting point for the second and even more important question.
- How can we make this business or company more profitable?
The answer is surprisingly simple although the answers can lead to some very clever thinking on complicated subjects.
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