Evaluating the Performance of Industrial Investments (London)

HRODC Postgraduate Training Institute
Em Central London (Reino Unido)

£4.000 - (R$17.137)

Informação importante

  • Training
  • Advanced
  • Central london (Reino Unido)
  • 30 horas letivas
  • Duração:
    5 Days
  • Quando:
    à escolha
Descrição


Suitable for: This course/seminar is specifically designed for: Heads and Division Managers. Industrial Analysts. Financial Analysts. Accountants. Auditors. Executives. Directors. Business Development Managers. Employees of the strategic planning department. Business Owners. Entrepreneurs. Potential investors and credit institution employees

Informação importante

Requisitos: Degree or Work Experience

Instalações

Instalações e datas

Início Localização
à escolha
à escolha
à escolha
Central London
Carburton Street, W1W 5EE, London, Reino Unido
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O que se aprende nesse curso?

Management
Budgeting
Balance Sheet
Investment
IT
Performance
Financial
Planning
Strategic Planning
Equity
Financial Training
IT Development
IT Management
Balanced Scorecard
Accounting-based Performance Measure
Rate of Return on Investment
Critical Success Factors
Corporate Performance Measurement
Intellectual Capital Measurement
Evaluating Marketing Management
Breakeven Analysis
Financial Statements Examination
Cash Flow Statement Examination
Income Statement Examination
Equity Analysis and Valuation
Business Performance Analysis Tools
Activity Based Costing (ABC)
Investment Centers Evaluation
Financial Evaluation
Calculating Operating Risks

Programa

Course Contents, Concepts and Issues:

General Concepts For Understanding Business Performance
  • Rate Of Return On Investment (Roi)
  • Operating Income
  • Minimum Acceptable Income
  • Residual Income
  • Product Innovation and Leadership
  • Primary Cost Drivers
  • Critical Success Factors
  • Corporate Performance Measurement
  • Integrating Strategic Planning, Budgeting and Performance Measurement
  • Intellectual Capital Measurement
  • Measuring the Effectiveness of Financial Shared Services Centres and Outsourcing
Industrial Environmental Performance Metrics (Matrices)
  • Understanding Economic Environment Of Business
  • Operational Metrics (Matrices) For Evaluating Environmental Performance:
  • General Categories of Metrics
  • Return on Equity
  • Margins
  • Earnings Growth
  • Employee Turnover
  • Research and Development
  • Environmental Spending
  • Using Analysts CFOs
  • Quality of Management
  • Assessing Corporate Environmental Policy
  • Converting Qualitative Factors to Quantitative Factors
  • Evaluating Marketing Management
Cost/Volume/Profit Analysis
  • Breakeven Analysis
  • Calculating Break-Even Point/Margin of Safety
  • Calculating Operational Leverage
  • Cost Determination
Accounting-Based Performance Measure
  • Financial Evaluation Must Measure
  • Income Generated
  • Effective Use of Center’s Assets
  • Performance Measures
  • Return on Investment (ROI)
  • Residual Income (RI)
  • Economic Value Added (EVA)
  • Management’s Minimum Required Rate of Return
Examining Instruments and Documents
  • Analysing Historical Data to Identify Trends
  • Evaluating the Financial Position of Industrial Companies
  • Examining Financial Statements
  • Evaluating Cash Flow Statement
  • Examining the Income Statement
  • The Balance Sheet
  • Nature, Structure & Contents of A Balance Sheet
  • Strengths and Weaknesses of a Balance Sheet
  • Deducing Financial Well-Being from a Balance Sheet
  • Manipulating A Balance Sheet
  • Off-Balance Sheet Items & Their Significance
  • Vertical & Horizontal Common Form Analysis
  • Sensitivity Analysis & Monte Carlo Simulation
  • Calculating Cost of Capital
  • How Companies Are Financed
  • Cost of Different Debt Types
  • Calculating Cost of Equity (CAPM Etc)
  • Calculating WACC
  • WACC Ideal Figure
Equity Analysis and Valuation
  • Determining the Value of a Company
  • Models for Valuing Companies
  • Value Drivers, Historical Analysis & Financial Forecasting
General Business Performance Analysis Tools
  • Measuring Weighted Average Cost of Capital (WACC)
  • Measuring Knowledge-Based Assets
  • Valuing Intangible Assets
  • Analysis of Customer Preferences to Determine On-Time Delivery (OTD)
  • Grading Level of Performance or Rate of Improvement Processes into the Four BSCPerspectives
  • Using KPIs (Such As Customer Satisfaction, Quality, Cost, Employee Satisfaction, and Morale) To Measure Overall Business Performance and Contribution to Business Strategy
  • Weighting BSC for Application to Nonprofit and Government Organizations (NPGOs)
  • Using Key Performance Indicators (KPIs) to Classify
  • Computing Cost Allocation Rate for Each Activity to Identify the Allocation Base for Each Activity’s Indirect Costs (The Primary Cost Driver)
  • Measuring Indirect Manufacturing Cost
  • Assessing Product Innovation and Leadership
Combined Systems and Techniques for Evaluating Business Performance
  • Assessing Contribution to Strategy Implementation with Balanced Score Card
  • Assessing Business Performance Management and Measurement Effectiveness
  • Using Finance as Custodians of Integrated Management Frameworks
  • Assessing Business Performance through Balanced Scorecard and Business Integration
  • Examining Re-Engineering or Radical Restructuring of the Finance Function
  • Examining and Communicating Shareholder Value
  • Understanding Activity Based Costing (ABC)
  • Activity-Based Approaches with Balanced Scorecard
  • Using Economic Value Added (EVA) to Create Balanced Score Card
  • Assessing Return on Invested Capital (RIC)
  • Measuring Operating Income (MOI)
  • Valuing Physical Plant and Equipment (PP&E)
  • Measuring Manager Defined Specific Actions (MDSA)
  • Evaluating Investment Centers
  • Using Strategic Feedback to Show the Present Status of the Organization from Different Perspectives
  • Applying Diagnostic Feedback into Various Processes on a Continuous Basis
  • Understanding Feedback around the Measurement Methods Themselves, and Which Metrics Should Be Tracked
  • Measuring Trends in Performance over Time As the Metrics Are Tracked
  • Applying Quantitative Inputs to Forecasting Methods and Models
  • Using Financial Evaluation to Measure:
  • Income Generated
  • Effective Use of Center’s Assets
  • Performance Measures
  • Return on Investment (ROI)
  • Residual Income (RI)
  • Economic Value Added (EVA)
  • Comparing Division’s Operating Income with Minimum Operating Income Expected Given the Size of the Division’s Assets
  • Recognising When Income Exceeds Target Rate of Return
  • Knowing When Income Does Not Meet Target Rate of Return
  • Assessing Investment Performance of Common Stocks In Relation To Their Price-Earnings Ratios
Calculating Operating Risks
  • Value Chain Analysis (Porter Etc)
  • The Industry Life-Cycle & Industry Risk Analysis
  • Evaluating Company Risk
  • Competitive Analysis & Product/Market Strategic Analysis
  • Operating Cycle and Associated Risks
  • Management Factor Analysis
  • 4 C’s Of Creditworthiness
  • Using Prism to Evaluate Financial Standing

Informação adicional

HRODC Postgraduate Training Institute is registered with the UK Registry of Learning Providers (UKRLP) of the Department for Business, Innovation and Skills (BIS), formerly Department of Innovation, Universities and Skills (DIUS). Its registration number is 10019585 and can be verified at http://www.ukrlp.co.uk/