Financial Analysis: Evaluation, Budgeting and Decision Making (Certified Financial Analyst)

Ref	FI 580	FI 130	FI 250	FI 400	FI 690
Dates	15 - 19 Nov 2009	21 - 25 March 2010	24 - 28 May 2010	1 - 5 August 2010	26 - 30 December 2010
Venue	Dubai	Dubai	Kuala Lumpur	Dubai	Dubai
Fees	US$ 4150	US$ 4150	US$ 4450	US$ 4150	US$ 4150
CPE Credits	30	30	30	30	30

• Learn how to use financial statements to evaluate the financial/strategic performance of an organization
• Understand discounted cash flow (DCF) techniques and their application to financial decision-making
• Use ratios to quickly pinpoint areas of concern
• Identify key success factors, weak financial signals, and strong financial signals in your own industry sector
• Learn the metrics used by the world’ leading companies, how to use them and why
• Confidently project your firm’s future performance through real-world budgeting

ILM CERTIFICATION

The Certified Financial Analyst is endorsed by the Institute of Leadership and Management (ILM). Delegates will complete an assessment at the end of the programme and, if successful, will become certified with the ILM. The assessment will focus on the topics covered by this programme.

• Financial professionals from all sectors, who wish to test their high performance and high potential knowledge, skills, and attitudes will benefit from attending this training session
• Similarly other Professionals and Functional personnel, who wish to refresh their financial knowledge base, will obtain a more integrative financial overview

• Learn how to understand the content of, and relationships between, financial statements (income statement, balance sheet, and statement of cash flows)
• Learn how to use financial statements to evaluate the financial/strategic performance of an organization
• Understand discounted cash flow (DCF) techniques and their application to financial decision-making
• Identify key success factors, weak financial signals, and strong financial signals in your own industry sector
• Understand how EVA® (Economic Value Added), SVA (Shareholder Value Added), RONA (Return On Net Assets), and more
• Define the value creation/destruction process in mergers and acquisitions from the market perspective and signals to management from the market
• Learn how to build a budget that’s works and the variations
• Identify sources of financial and business data that provide insights into business and financial strategies
• Use and build EXCEL spreadsheets for financial analysis: from the basics through complex models
• Enhance personal networks of similarly minded high potential personnel

• Personal life-long learning philosophy enhanced and clarified
• Permits testing of financial impact of strategic decisions
• Builds financial and analytical skills in a complex and changing environment
• Ability to take theory into practice in your firm immediately for improved results
• Long lasting relationships built for future professional relationships

• Encourages best and brightest managers to stretch themselves integrating finance and strategy
• Provides an opportunity to apply important financial theories to real-world applications so they can be used in the work place immediately
• Enhances organizational networks by developing and using the common language of business
• Builds practical problem solving skills for immediate use including spreadsheets and model building
• Improves recognition and implementation of financial management principles

• The role and responsibilities of financial management
• The relationship between accounting and finance in analysis
• A review of the basic financial statements and their roles
• Why ROI is still a good place to start
• Identifying key success factors in your industry sector
• Ratios: what they are, which ones to use and why
• Financial review compared to targets and expectations
• Financial performance measurement systems
• Key accounting assumptions
• Case study – Beginning to analyse example -

• The two kinds of Free cash flow (FCF)
• Altman’s Z-Score and what it really means
• Du Pont analysis and what it tells us
• Scenario analysis: how to calculate it and what it tells us
• Sensitivity analysis: how to calculate it and what it tells us
• Trend analysis: when is a trend a trend? What to do?
• Improving Return on Equity (ROE)
• Case study - Continue the example analysis

• How do I interpret these details?
• What are the important metrics and why?
• Annual reports, footnotes and beyond; what can they signal?
• Short-term success evaluations process and measures
• Industry data, sources and uses
• Benchmarking for evaluation purposes
• EVA, RONA, EBITDA, etc.: what do they mean and how to use them?
• Calculating the results of analysis
• Case study - Complete the example analysis

• Strategy - direction and vision
• Implementing strategy - the operational planning process
• Budgets - the financial expression of the operating plan
• The purpose of budgets - control
• The human side of budgeting
• Elements of the budget framework
• Advantages and limitations of budgets
• Reporting - the key to control
• Case study - Beginning to prepare the budget

• Assumptions
• Master budget
• Proforma financial statements: Income statement, balance sheet, cash flow statement
• Capital expenditure (CapEx) budget
• Sales & marketing budget
• Production budget
• General and Administrative budgets
• Case study: Complete the budget

 

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