Finance For Non-Financial Managers by Greg Mayes

[mitsumi]

Finance For Non-Financial Managers by Greg Mayes

Published 11/2024
MP4 | Video: h264, 1920x1080 | Audio: AAC, 44.1 KHz
Language: English | Size: 4.51 GB | Duration: 7h 16m

Learn the jargon, know the numbers, learn to interpret them!

What you'll learn
Learn and interpret commonly used financial jargon and understand its relevance and application
Understand the 3 primary financial statements (P&L, Balance Sheet, Cash Flow Statement) - their composition and inter-relationships
Evaluate financial performance using commonly quoted metrics and ratios
Appreciate the difference between management accounts and financial accounts - what, why, when and how?
Understand how to classify costs, ready for budgeting and forecasting in a simple Excel model
Evaluate investment projects and capital allocation, as well as how to turn these core techniques into valuing an entire business
Requirements
This program is aimed a people working with financial data from time to time, or learning the ropes, so no prior knowledge is required.
Description
Cut the jargon, get some sense on the finances, make informed decisions.The three phrases above summarise the key learning outcomes of this self-paced e-learning course. Firstly, it aims to make sense of financial jargon, picking out key terms - and then, of course, showing you the application and relevance in an applied context. It also aims to link financial performance to business operations and make sense of how numbers are presented in Income statements, other "P&L" summaries, cash flow statements and balance sheets. The key learning outcome is understanding the relationship between them and what really matters when it comes to performance analysis and decision making.We also explore how and why management accounts as well as financial accounts are prepared, and how you can make informed, value-added financial decisions that speak the language of the finance-people and business leaders. Have you ever wondered how businesses are valued? Understand that, and you will see why financial information presents the clues and information that matter to shareholders and directors. Key topics1. The primary financial statements - their composition and inter-relationship2. Cash vs profit - the categories of cash and what it means. Why cash flow is not profit3. Commonly used terminology and its context / application4. Evaluating financial performance from financial statements5. The need for management accounts6. Cost classification and budgeting7. Relevant cash flows and key project appraisal techniques8. How are businesses valued?9. A balanced scorecard for evaluation projects and the business - the linking of financial performance measures to operational initiatives and performance measures to drive shareholder value.
Overview
Section 1: Financial Accounts
Lecture 1 Introduction - the role of finance, reporting and the financial statements
Lecture 2 P&L Introduction - the layers of profit and why they are useful
Lecture 3 P&L Detail - going into more detail in the P&L
Lecture 4 Ready-Meals Ltd Example - Briefing from the tutor before you have a go
Lecture 5 Ready-Meals Ltd - Debrief from your tutor to see how well you did
Section 2: Ratios and Key Terms
Lecture 6 Ratios Part 1 - the P&L and BS key numbers & terminology
Lecture 7 Ratios Part 2a - a structure for analysis - profitability
Lecture 8 Ratios Part 2b - a structure for analysis - liquidity
Lecture 9 Ratios Part 2c - a structure for analysis - efficiency
Lecture 10 Ratios Part 3a - a structure for analysis - returns
Lecture 11 Ratios Part 3b - a structure for analysis - credit
Section 3: Return on Capital Employed
Lecture 12 ROCE Introduction - measuring success, and an exercise to think about
Lecture 13 Exercise Debrief - tutor debrief and discussion from previous lecture
Lecture 14 ROCE - why it makes sense and a look at working capital investment
Lecture 15 Working Capital Debrief - debrief of the exercise and more intelligence on WC
Lecture 16 ROCE Explained - with a full review of the logic of its components
Lecture 17 ROCE in practice - and a look at a 'Dupont' breakdown of the ratio
Section 4: Cash and Cash Flows
Lecture 18 Cash review 1a - The structure of the cash flow statement - Direct method
Lecture 19 Cash Flows 1b - the Indirect method of cash flow presentation
Section 5: The Time Value of Money
Lecture 20 Introduction to the Time Value of Money
Lecture 21 Tutor Debrief on TVM exercises and computing the IRR
Section 6: Management Accounts
Lecture 22 Introduction - What are management accounts vs financial accounts?
Lecture 23 Budget vs Forecast - what's the difference and what items would you include?
Lecture 24 Cost Behaviour and the Budgeting Process
Lecture 25 Tutor Briefing on Budget Flexing Exercise
Lecture 26 Tutor Debrief on the Budget Flexing exercise
Section 7: Management Accounting and Investment Appraisal
Lecture 27 Introduction and overview of Investment Appraisal
Lecture 28 How we identify Relevant Costs for appraising an investment
Lecture 29 Relevant Costing Example - tutor briefing and exercise
Lecture 30 Relevant costing - Tutor Debrief
Lecture 31 Investment Appraisal Methods - Part 1
Lecture 32 Investment Appraisal Methods - Part 2
Lecture 33 Sensitivity Analysis in investment appraisal
Section 8: Business Valuation
Lecture 34 Introduction - Valuation rational and the different methods used
Lecture 35 P/E ratios and Equity Value (Market Cap)
Lecture 36 Tutor Debrief on Comps exercise
Lecture 37 Enterprise Value vs Equity Value and EV/EBITDA
Lecture 38 Back to the Comps Exercise and determining EV
Lecture 39 Valuation Maths and linking to Relative Value multiples
Lecture 40 The value of Big vs Smaller Companies
Lecture 41 One final Comps Question, plus debrief from the tutor
Lecture 42 DCF Introduction and a DCF Exercise
Lecture 43 DCF Exercise 'Luke' Debrief
Lecture 44 DCF Question - Tutor Brief
Lecture 45 DCF Question - Tutor Debrief
Lecture 46 Determining the WACC and DCF Exercise Brief
Lecture 47 DCF and WACC Exercise - Tutor Debrief and end
Section 9: A Balanced Scorecard
Lecture 48 Introduction - the bigger picture and striking a balance
Lecture 49 The Four Perspectives of the Balanced Scorecard
Lecture 50 Case studies - seeing the Scorecard in practice
You are probably someone working in a corporate environment - a general manager, non-finance director or manager, an IT manager, Project manager, a new hire in finance, someone responsible for your team budgets. There's no-one area that would not benefit from knowing this core financial knowledge.,There is no need to have prior knowledge, but you have an ambition or need to know more to help boost your understanding and even direct your career path.

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