Understand what drives some of the most common errors
in business and how to avoid them
Breakthrough the language of finance
Understand the basic accounting model and its limitations
Analyze and interpret financial statements within the
context of industry analysis and macroeconomic
Realize why ‘cash is king’
Apply management accounting tools to business problems
Understand the Budget process and forecasting
Link financial objectives to strategy
Identify key value drivers to help manage the value of a
Understand different valuation techniques and respective
Certification of Completion of Training Course: Finance for Non-Financial Managers by Shanghai University of Finance & Economics to be issued.
（课程简介）The purpose of this course is to give managers an appreciation of the differences between Financial Accounting, Management
Accounting and Financial Management.
It aims to introduce managers to modern financial tools that are available to help them understand and manage their business better.
The course underlines the importance of understanding value measurement, so that key value drivers can be identified and
Every effort is made to apply the tools to current development in the business world in order to underline the practical application of
them. Valid and competently assembled data may lead to good decisions. Incomplete or distorted data will usually lead to bad
decisions. Investing and lending decisions require the application of thorough analysis to carefully evaluated data. They require,
moreover, the ability to forecast. Sound information is obtained by an understanding of the data from which it is derived as well as by
the application of tools of analysis to aid in its extraction and evaluation.
With the release of the income tax law, State Administration of Taxation is developing the detailed counter-measures in terms of tax
evasion incurred by the transfer pricing of foreign enterprises, and it has been soliciting opinions in the industry concerning the Draft
Plan for the 《Management Measures about the Related Data of Affiliated Business Operations》.
The course shall bringing brand-new reaction strategy for your company.
While every organisation has to subscribe to the Financial Accounting model it is rarely, if ever, a good model to make business
decisions from. Simply, the information comes too late and it is limited by certain concepts which will be highlighted.
However, as this is the model that is so often used to evaluate business performance it will be discussed in detail so that we can
understand how to overcome the limitations.
Participants will at the conclusion of the first day have a framework which can be applied to analyse and interpret any set of financial
accounting statements. How we evaluate the performance of companies listed on the Share Market and the most common tools used
to identify ‘value’ will be discussed.
We will also understand why ‘Cash is King’ and interpret some commonly used words and acronyms, e.g. EBITDA, ROCE, CFROI, etc
While Financial Accounting is compulsory, Management Accounting is not. However, organisations with excellent Management
Information Systems have a significant competitive advantage. A key part of understanding a company’s ‘bottom line’ is to analyse it
from a customer perspective. Customer profitability analysis is an extremely useful tool to add value to an organisation without
necessarily cutting costs.
Cutting costs is often a knee jerk reaction when a company comes under pressure. It is seldom sustainable and has the potential to
erode the human capital and other intangibles in an organisation. Putting a measurement system in place so these intangibles can be
managed is an essential part of modern financial management.
Strategic Management Accounting is an evolving discipline that links accounting to the strategy development process in organisations.
For example many organisations have realigned their strategy to address responsible businesses practices. Corporate Social
Responsibility was once thought to give an organisation a competitive advantage. Today it is considered a competitive necessity. For
example, charitable donations written off as an expense in the Statement of Financial Performance may in fact be a key value driver.
The course will examine how Value Drivers are identified and what benefits they deliver.
Perhaps the biggest mistake that an established business can make is paying too much for an acquisition, or selling part of the
business for too little.
The course will discuss the most commonly applied valuation tools.
Finally, we will look at the most widely used tools to appraise the Investment decision. Discounted Cash Flow (DCF) Analysis that
works out the Net Present Value of an Investment (NPV) is an essential tool for managers to appreciate. It is now the most common
valuation tool to value an entire enterprise. How we forecast cash flows and measure the required rate of return (cost of Capital,
WACC, IRR) will all be discussed.
This course is aimed at all managers, whatever discipline they
may be from. Importantly, it is not trying to make people into
accountants rather than give business people the tools to
understand the numbers in order to help them make better