《Finance for Non—Financial Managers》課程詳情
點(diǎn)擊下載課大綱及報(bào)名表 The timely finance training for non-financial managers!

How to eliminate enterprise risk in the worldwide economic crisis?
How to utilize your fund with a scientific management system to improve the capability
of against risks in current environment?
Control finance, so you can control the leadership of enterprise!
It’s more important for managers to learn finance presently!

Course overview
Dr Su, who got the PhD degree in Accounting in Concordia University, is the associate professor
and head of Accounting Department in City University of Hong Kong. He was once the Accounting
lecturer of SHUFE, the visiting professor of Concordia University. Dr. Su mainly focuses on
the fields of International Accounting, Financial Accounting, and Financial reports etc.; and he
has published many research papers and has received high reputation in the field of Accounting.
Besides, he is the independent director of listed companies like Shen Saige and has a thoroughly
and deeply understanding in China Accounting Policies, Account Practice and Auditing. Moreover,

Topics Covered
DAY ONE
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Part 1 accounting and the financial information
How to use the Financial Accounting model to evaluate business
performance?
While every organization 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.
The first part is concerned with the relationship between the
disciplines of financial analysis and accounting.
The accounting – the language of business
Develop an understanding of the sources of financial
　　　　 information.
Understand how accounting information assists in making
decisions.
Gain an insight into accounting systems, terminology and
concepts.
Know the objectives of accounting and the conventions
could be adopted for their achievements. And know why
the timing of a transaction is so important to the finance
function.
　　The types of ownership
　　The accounting differences between Proprietorships,
　　　　Partnerships, and Corporations.
　　The accounting records.
　　Debits and credits demystified.
　　Balance sheet records.
Analyze business transactions and relate them to 　　
　　 changes in the financial information.
Provide an overview of analytical tools and techniques in
　　 common use.
Exercises:
The accounting process-source documents, ledger and
　　 reports excel-based exercises.
Applying the accounting concepts.
Part 2 in-depth analysis of financial statements
The second part is devoted to an in-depth analysis of financial
statements. A thorough understanding of the processes of income
determination and of asset and liability measurement, as well as the
distortions to which these may be subject, is an essential prerequisite
to intelligent analysis of financial data. Analytical tools designed
to shed light on the impact of alternative accounting methods are
also emphasized.
Measuring income to assess performance
　　　 Provide an overview of the accountant’s role and the
content of the annual report.
Understand how accountants measure income, and show
how it is related to a balance sheet.
　　Measuring income and the income statement.
　　Accounting for dividends and retained earnings.
Case:
Analyzing and interpreting a listed company’s annual
report.
Financial statements – the raw material of analysis
Know where to find useful information. And provide a
framework which can be applied to analyze and interpret
any set of financial accounting statements.
Know effects of price-changes on financial statements.
　　Two schools of thought: the financial capital 　　
　　　　maintenance concept and the physical capital 　　
　　　　maintenance concept.
　　Illustration of accounting for a transaction using
　　　　different reporting frameworks.
Know effects of fair value measurement on financial
statement, which is enforced by the New Accounting
Standards in 2007.
　　Historical cost and conservatism.
　　The effects of fair value measurement on financial
　　　　statement.
Case:
Analyzing the effects of fair value measurement on
financial statement in Shanghai and Shenzhen Stock
Market.
Analyzing the effects of price-changes on financial
statements.
Part 3: financial techniques and making strategic
financial decisions
The third part focuses on the major objectives of users of financial
information and on techniques applied by them in reaching
significant conclusions and decisions. Considering the importance
of the decision based on thereon, however, and the magnitude of
the resources that may be committed as a result, a painstaking job
of analysis and evaluation is essential. Thorough analysis not only
removes, to some degree, the great uncertainties inherent in
investing and lending decisions, but also imparts to decision maker
a degree of confidence which is an essential precondition to timely
and decisive action.
In the conclusion part of the first day participants will evaluate the
performance of companies listed on the Share Market to identify
‘value’, using the most common tools.
Making strategic financial decisions
Locate and use sources of information about business
performance.
Make strategic financial decisions, including
　　developing a financial strategy
　　preparing a business plan
　　determining the optimal capital structure
　　obtaining capital resources, etc.
Cases:
Developing a sound financial strategy based on the
information and data in few scenarios.
Cash flow: the lifeblood of organizations
How does the international dimension to accounting
relate to you
Managing current assets and liabilities.
Understand why ‘Cash is King’.
Cash flow forecasts as a planning tool.
Cases:
Analysis of working capital management in few scenarios.
Identifying cash movements to predict future cash flows.
The evaluation and financial techniques
Evaluating trends and components of the business.
Disclose ‘line of business’ data, and use various metrics
to guide our thinking.
Valuation issues.
　　trend analysis
　　common-size financial statements and segment 　　
　　　　　　 disclosures.
Cases:
Common-size statements and the analysis of financial
ratios.
Tel: +86 21 63535981 Fax: +86 21 63535982 Email: shufepx@mail.shufe.edu.cn
Topics Covered
DAY TWO
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Part 1 understanding of ‘bottom line’ and select the appropriate
cost
How to use the Management Accounting to make decisions?
While Financial Accounting is compulsory, Management Accounting
is not. However, organizations with excellent Management
Information Systems have a significant competitive advantage.
The first part focuses on the understanding of a company’s
‘bottom line’. A key part is to analyze it from a customer’s
perspective. Customer profitability analysis is an extremely useful
tool to add value to an organization 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
organization. Putting a measurement system in place so that
these intangibles can be managed is an essential part of modern
financial management.
Management accounting: information that creates value
What is management accounting information.
Functions of management accounting.
Behavioral implications of management accounting
information.
Case:
Innovative management accounting systems at
diversified corporation.
Selecting the best costing method for situation
What Cost does mean.
How the use of cost information defines its focus and
form.
The costing principles, and avoiding costing traps.
The difference between traditional cost management
systems and activity-based cost management systems.
Break-even analysis: ensuring fixed costs are covered.
Case:
How organizations create costs.
Pricing for profit – practical pricing theory
The cost information for pricing and product planning.
Understanding the models, myths and mistakes in
pricing strategy, including
　　the 10 Key fallacies of pricing and determining 　
　　　appropriate responses
　　how to price effectively for profit, evaluating pricing
　　methods
　　cost based pricing: a value-added approach
　　customers: an outside in pricing
　　competitors: predict their price
Cases:
Using appropriate pricing methods to face the tide of
competition.
Part 2 accounting and strategic management
The second part will be concerned with Strategic Management
Accounting, which is an evolving discipline that links accounting to
the strategy development process in organizations. For example
many organizations have realigned their strategy to address
responsible businesses practices. Corporate Social Responsibility
was once thought to give an organization 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.
Management accounting and control systems for strategic purposes
The nature and role of strategy,
　　the meaning of control in management accounting
　　　　and control systems
　　the strategic implications for management accounting
　　　　and control
How to motivate behavior in management accounting and
control systems.
　　know the use of the Balanced Scorecard.
　　the users of financial information and meeting their
　　　　different needs: the finance function, types of 　　
　　　　accountants, financial vs. management accounting
　　　　and the treasury function.
　　annual financial statements: why they are produced,
　　　　contents, what you should look for and what is not
　　　　revealed.
Cases:
Using the Balanced Scorecard to manage your company.
Using budgets to achieve organizational objectives
Planning and using budgetary control to achieve
objectives.
Key budgeting techniques and managing effectively within
budgeting constraints.
The difference between budget and cash flows and how
they relate to one another.
Adjusting the budget to reality.
Cases:
How you can make budgeting more efficient and improve
on existing practices.
Part 3 being a successful investment decision maker
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.
The third part will pay more attention to 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.
Evaluate the investment decision
The fundamental tools of investment appraisal.
Apply and work with these tools to maximum effect in the
workplace.
The cost of capital and WACC, and how these are
determined.
The analysis of return of capital employed, payback
period, and discounted cash flow.
The sensitivity analysis: how sensitive are key decision to
potential changes in circumstances.
Case:
Evaluating the investment decision.

《Finance for Non—Financial Managers》培訓(xùn)受眾
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 business decisions.

《Finance for Non—Financial Managers》課程目的
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
Analyse and interpret financial statements within the context of industry analysis and
macroeconomic fundamentals

Realise why ‘cash is king’

Apply management accounting tools to business problems

Understand the Budget process and forecasting techniques

Link financial objectives to strategy

Identify key value drivers to help manage the value of a business

Understand different valuation techniques and respective benchmarks

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