- What does the course cover?
Online
₹ 449 3,499
Quick facts
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Medium of instructions
English
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Mode of learning
Self study
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Mode of Delivery
Video and Text Based
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Course and certificate fees
Fees information
certificate availability
certificate providing authority
The syllabus
Welcome! Course introduction
What does it mean to be a finance manager?
- How we measure financial performance
- Improving performance measurement and collecting data
The importance of Enterprise Resource Planning (ERP) systems
- What is an ERP system?
- Strongest advantages of ERP systems
- Quiz ERP systems (1/2)
- Difficulties when implementing an ERP system
- Best practices when implementing a new ERP system
- A finance manager's leadership is crucial when implementing a new system
- Case study: Hershey's
- Quiz ERP systems (2/2)
ERP Systems - Course Challenge #1
Accounting Basics - Types of revenues, costs, assets, and liabilities
- Introduction to the section
- The different types of accounting standards
- The three financial statements
- Types of revenues
- Types of revenues - exercise
- Types of expenses
- Income taxes
- Depreciation & Amortization
- Types of assets
- Asset categories - practical example
- Types of liabilities
- Liability categories - practical example
- Equity
- Accrual accounting
Accounting Basics - Revenue recognition
- The importance of timing when recognizing revenues
- Revenue recognition criteria - technical
- Potential conflicts of interest when recognizing revenue
- A practical example
Accounting Basics - Cost recognition
- Cost recognition principles
- Technical aspects of cost recognition
- The two types of Income Statement formats
- Basic Accounting - Course Challenge #2
Advanced Accounting - Trade receivables
- Introduction to the section
- The importance of Trade receivables
- What happens when clients do not pay on time?
- Case study - dealing with non-paying customers
- A technique to improve receivables collection
Advanced Accounting - Inventory
- Types of Inventory
- The relationship between Cogs and Inventory
- The different cost flow methods
- Cost flow methods - a practical exercise
Advanced Accounting - Fixed assets
- The types of fixed assets
- Capitalizing interest expenses
- Fair value accounting
- Intangible assets with finite life vs. Intangible assets with infinite life
- The revaluation model
- The revaluation model - practical exercise
- Intangible assets created internally
Advanced Accounting - Trade payables
- Accounting for trade payables
- Accounts payable vs notes payable
- The advantages of e-invoicing
Advanced Accounting - Financial liabilities
- Distinguishing between debt and equity
- Loan amortization
- Debt covenants
- Debt covenants - Case study
Advanced Accounting - Leasing liabilities
- Why companies lease assets?
- Leasing exercise
- Cost flow methods, Leasing, Revaluation - Course Challenge #3
Sources of financing - Debt financing
- Why use leverage?
- The relationship between leverage and cost of debt
Sources of financing - Equity financing
- Types of equity
- Raising equity in different stages of a company's lifecycle
- What type of dividends are distributed to shareholders?
- Timing mechanics of dividend payments
- Share repurchases
- Stock splits
Financial statement analysis
- Introduction to financial statement analysis
- Performing financial statement analysis
- Ratio analysis
- Practical example: Analyzing P&G's financial report (1/2)
- Practical example: Analyzing P&G's financial report (2/2)
- Financial statement analysis of Tesla Inc. - Course Challenge #5
Working capital management
- Introduction
- The importance of working capital optimization: case study
- Overtrading vs. excessive investment
- Trade receivables management
- Re-order level
- Economic order quantity (EOQ)
- Inventory optimization techniques
- Trade payables management
- Working capital optimization - a roadmap
- Symptoms of inefficient working capital - Trade payables
- Symptoms of inefficient working capital - Trade receivables
- Working capital optimization - Course Challenge #5
Capital budgeting - The theory behind capital budgeting
- An introduction to capital budgeting
- Why companies need capital budgeting
- The time value of money in a capital budgeting exercise
- Working with present and future cash flows
- Calculating cost of debt and cost of equity
- An important subtlety - project-specific beta
- Completed 33% of the course
- Calculating WACC
- How to treat the value of residual assets at the end of the project
- Forecasting future cash flows
Capital budgeting - A complete case study
- An introduction to the case study
- Going through the 'Drivers' sheet
- Forecasting the savings that will be generated by the project
- Performing a fixed asset roll forward
- Forecasting working capital needs
- Modeling the project's financing
- Creating a P&L sheet
- Cash flow calculation
- Calculating the discount rate we will use - WACC
- Calculating cost of equity
- Discounting cash flows
- Performing sensitivity analysis
- Power plant capital budgeting - Course Challenge #6
Financial reporting in Excel - Introduction to Pivot tables
- Introduction to Pivot tables
- Structuring a Pivot table
- Pivot table formatting
- Modifying a Pivot table's content
- Using GETPIVOTDATA
- Learn how to work with slicers
Financial reporting in Excel - World-class reporting (Slicers and Pivot Table)
- Introduction to the Case Study
- Understanding the source data
- Mapping of the source data
- Setting up a structure for the dashboard we'll create
- Working on the dashboard's layout
- Inserting calculation formulas
- Creating the source Pivot table
- Using GETPIVOTDATA to connect the Pivot table and the dashboard
- Adding slicers and making our dashboard interactive
- Improving the layout of the slicers we added
- How the dashboard can be used in practice
- Pivot table dashboards with slicers - Course Challenge #7
Creating effective presentations - Introduction
- Introduction to creating effective presentations
- Types of corporate presentations
- What you will see next
Creating effective presentations - Key principles
- Principle #1 - Deliver maximum information in a limited space
- Principle #2 - Develop logical slide flow
- Principle #3 - Key messages start from the title
- Principle #4 - Tailor the presentation to the intended audience
- Completed 50% of the course
- Principle #5 - Keep text messages short
- Principle #6 - Use key words
- Principle #7 - A picture is worth a thousand words
- Principle #8 - Have the big picture in mind
- Principle #9 - Plan well ahead
- Principle #10 - Decide what information should be included in slides
Creating effective presentations - Technical skills
- Adding text boxes with instructions
- Populating slide content
- Formatting and polishing slides
Creating effective presentations - The importance of consistency
- Ensuring consistency across the entire presentation
- Consistent font and font size
- Aligning objects
- Working in a team
- Adding watermarks
Creating effective presentations - Company profile
- Introduction
- What is a company profile
- Content going in company profile slides
- Creating a company profile
- Key financials
- Company profiles - research
One-page company profile layout
Creating effective presentations - Share price slide
- Why create share price slides?
- What content goes into a share price chart?
- Designing a share price chart
Creating effective presentations - Other slides in a company presentation
- Group structure
- The management team slide
- Waterfall charts
- Financial information overview
- Geographical presence
- KPI evolution overview
- Preparing a company presentation - Course Challenge #8
Company valuation - The fundamentals you need to learn
- The reason we want to value a business
- The investor perspective to company valuation
- The two variables determining a company's valuation
- Calculating Unlevered Cash Flow
- Weighted average cost of capital (WACC) - the discount factor we will use
- Forecasting the firm's future cash flows
- Two stages of valuation - explicit forecast period and terminal value
- Discounting cash flows
- Coming up with Enterprise and Equity value
Company valuation - A practical exercise
- Introduction to the case study
- How we build a complete DCF model
- The structure of the model we will build
- The company we are valuing
- Modeling revenues
- Using the CHOOSE function to create flexible financial models
- Modeling other items (1/3)
- Modeling other items (2/3)
- Modeling other items (3/3)
- Forecasting Balance sheet figures
- The "Days" technique
- Calculating "Days"
- Using "Days" to forecast trade receivables, inventory, and trade payables
- Forecasting PP&E, Other assets, and Other liabilities
- Creating an output P&L sheet
- Filling in the P&L sheet
- Adding an output Balance sheet
- Filling in the output Balance sheet
- Structuring unlevered cash flow
- Reconciling Unlevered cash flow and net cash flow
- Calculating cash flow
- Obtaining net cash flow figures
- Editing multiple cell references at the same time
- Adding WACC to the model
- Using WACC to obtain the present value of future cash flows
- Calculating Terminal value and Enterprise value
- Obtaining Equity value
- Performing sensitivity analysis for improved decision-making
- Applying Goal seek
- Recap of the model + charts we can build
- Company valuation Tesla Inc. - Course Challenge #9
- Tesla Inc. company valuation - detailed walkthrough and solutions
Becoming a manager - An Introduction
- What are we going to see next?
- Why companies need managers?
- How to distinguish good managers
- Managerial positions in an organization
- Managerial functions
- Introduction quiz
Becoming a manager - how to approach planning
- Why companies need planning
- The objectives pyramid
- Applying the SMART framework
- Environmental scanning - competitor research
- Financial analysis and calculating break-even
- The importance of budgeting
- Using project management to boost productivity
- How to approach planning
Becoming a manager - Organizing human resources
- How do we organize human resources in a company?
- Why human resources are considered the most important asset of companies
- Planning the firm's HR needs
- Organizing human resources
Becoming a manager - Pre-hire activities
- Finding the right people for the job
- Meeting candidates
- Selecting among candidates
- Pre-hire activities
Becoming a manager - Post-hire activities
- Onboarding successful candidates
- Learning and development - the key to employee engagement
- Giving constructive feedback
- Performance appraisal
- Aligning compensation and performance
Post-hire activities
Becoming a manager - The leading function
- The core principles of employee motivation
- Proven employee motivation tips
- Stress management tips
- A measure of last resort - terminating employee contracts
- The leading function
The subtleties of Negotiation for managers - An introduction
- What are we going to see next?
- Why finance managers need to be good negotiators?
- The reason people are not always good at negotiations
The subtleties of Negotiation for managers - The negotiation toolbox
- You need to know what BATNA is
- Reservation point and the Bargaining range
- Introduction
The subtleties of Negotiation for managers - Preparation is key
- Self-assessment
- Counterpart assessment
- Situational assessment
- Preparation is key
The subtleties of Negotiation for managers - Types of negotiation
- Splitting the difference - Distributive negotiations
- Pie-slicing strategies
- Interest-based bargaining
- Interest-based negotiation strategies
- Claiming
- Choosing an optimal negotiation strategy
- Types of negotiation
The subtleties of Negotiation for managers - Long-term success tactics
- Aversive tactics and counter action
- Dealing with conflict situations
- The importance of trust
- How to fix broken trust
- Mediums of negotiation
- Long-term success tactics
The subtleties of Negotiation for managers - It's time for a Case Study
- Disney buys Lucasfilm - a case study
- Management and Negotiation - Course Challenge #10
- Completed 100% of the course