Munzir Ashraf, National Key Accounts Manager - Binzagr Company, Qatar
The ‘envelop’, ‘crunching’, the usage of ‘nibbling’ and the finalizing of concessions; everything was so good.
World class negotiation guru Jim Thomas returns to Asia and Middle East region for the 7th annual Negotiate to Win Masterclass.
A Financial Story
"Clear and informative presentation. The strength of the event was the reputation of the speaker."
Mohd Khiri Abdul Wahab - Vice President, Sime Darby Plantation Sdn Bhd
“This is a very good event as Richard puts things in a more comprehensive way. This course makes things simpler for us and helped out a lot. It’s focused more on strategic finance where we have to propose to the board in terms of what’s the best recommendation. It’s a good event, especially for people who do not have financial background. Kexxel provided good hospitality and it is nice, being able to attend this event. The 3+1 package is good.”
Farah Diba Mohd Daud – Director, MCMC
"In terms of relevance to our business, yes for those who have great exposure to finance, this is a very good program for them. I would like to recommend to every executive regardless if they are in product development or engineers, because one way or another they actually have to understand finance figures. Overall, very satisfying experience and exposure I got by attending this program. We actually see that it is very useful and we would recommend it to other staff within our organization."
Khaidhir Elias - Vice President, Marketing, Telekom Malaysia
“The ideas were refreshing and it helps me in my daily life, as I was in an investment committee. It’s a good educational session for people with non-financial background. In terms of evaluating projects, I think this session is good. The program was nicely organized; some of the people who attended this session are interesting as they do not possess financial backgrounds.”
Abdul Lidzam Muhamad Alias – Vice President, Bank Rakyat
"The trainer was able to put things across in a way that helped a non-finance person grasp the key essence of the subject."
Ng Cher Keng - Director, Civil Aviation Authority of Singapore
“The speaker is a subject matter expert. The exercise, examples and case study of this event is useful.
Ismail Mohd. Din – Senior General Manager (Transmission), Tenaga Nasional Berhad
“Richard was engaging and able to translate finance into very business-centric focus. He was the main strength of the event."
Sharifah Noralina binti Syed Yassin - HR Director, Dutch Lady Milk Industries
"The speaker gave very clear, good mix of examples, humor as well as stories to bring ideas and principles to life. It has a good pace. The highlight of this event is the broad overview of financial principles and terminology, along with good handout materials."
Graeme Read - EVP Chief Strategy Officer (Asia Pacific), McCann Health
”Richard provided clear articulation and examples given related to topics, case studies and samples. The content and trainer are the main focus of this event. Excellent program selection and coordination.”
Eimir Huzaimi – CEO, Felda Trading Sdn Bhd
"Richard makes complicated concepts practical and simple to understand."
Eileen Tan Seok Ling - Director, Singapore Telecommunications Ltd
Session 1 : The Cost of Capital (WACC)
Although it is a relatively simple concept the cost of capital is the most powerful idea in modern financial management. Over the past 20 years it has become the crucial concept in financial decision making. If you understand cost of capital you have the key that enables you to deal with complex financial decisions with confidence.
• Estimating cost of debt
• Credit ratings
• Estimating cost of equity
• Beta value
• Estimating WACC
• Capital Asset Pricing Model
Practical exercise: Estimating cost of capital at WalMart
Session 2 : Discounted Cash Flow
Strategic management decisions are those that have a large effect over a period of time. The ability to analyse the effect that time has on the value of the decision is the essence of discounted cash flow. It is the major concept in project decisions, investment decisions and acquisition decisions.
• Net Present Value (NPV)
• Internal Rate of Return (IRR)
• Using Net Present Value to evaluate a project
• Excel tips and shortcuts
• Sensitivity testing
• Considering risk in project evaluation
Practical exercise: Analysing and evaluating a strategic project proposal
Session 3 : Creating Economic Value
The method of measuring organisational success is changing from profit-based methods to value-based methods. These days the economic objective of businesses is to create value rather than create profits. To be a successful manager you need to understand the difference between value and profit and to know how you can create economic value in your role.
• Accounting value, market value and economic value
• Why is value different than profit?
• How you can create economic value
• Measuring value created
• Economic Value Added (EVA)
Practical exercise: Estimating value created at WalMart
Session 4 : Free Cash Flow
The concept of free cash flowTechniques based on free cash flow have become the predominant way of determining the value of any business. When considering an acquisition or takeover free cash flow is used to establish the right price to pay to acquire the target business. Free cash flow also allows managers to understand whether a business is growing in a way that is balanced and sustainable. As such, understanding free cash flow is essential for senior managers.
• Profit and cash flow
• How you can be profitable and broke
• Estimating free cash flow
• Using free cash flow to value a business
Practical exercise: What would you pay to acquire WalMart?
Session 1: Managing Working Capital
Working capital is often viewed as a negative to the business and as such, the aim is to minimise it. But the working capital cycle is how the business generates cash and is the first step on the way to profitability. We will look at why and how working capital needs to be optimised rather than minimised and how to manage the balance between financial efficiency and stakeholder expectations.
• Working capital measures and metrics
• Estimating receivables turnover time, payables turnover time and inventory
• Working capital cycle time
• How to optimise working capital
• How working capital effects profitability
Practical exercise: Learning from working capital management at WalMart
Session 2 : Managing Debt
Managing debt is one of the principle preoccupations of executive management. It is essentially about balancing the benefits of financial efficiency against the risks of financial failure. The recent global financial crisis reinforces how important it is that debt is managed appropriately.
• Types of debt available to businesses
• Gearing and leverage measures
• Coverage ratios
• How credit ratings are determined and how they affect the cost of
• What is the right level of debt for a business?
Practical exercise: Analysis and assessment of debt at WalMart
Session 3 : Managing the Financial Future
In financial management as in everything else in life, there is no way of predicting the future with certainty. The idea that it may be possible to forecast whether a business will experience financial distress in the future is an attractive proposition. In this session we will be learning about and using the most widely known bankruptcy prediction tool which claims to have 97% accuracy.
• Sustainable growth rate
• Viewing the financial future of a business
• How predictive models work
• The drivers of financial failure
• Using a predictive model
Practical exercise: How financially sound is WalMart?
Session 4: Managing the Connection Between Finance and Strategy
Finance and strategy are connected in many ways. Finance is a tool that enables strategic objectives to be achieved. Finance also provides a method of assessing the economic gain or loss that is a result of strategic decisions. In this session we will examine the four main generic strategies and learn about the financial characteristics necessary to make them succeed.
• Profit margin strategies
• Asset efficiency strategies
• Value creating strategies
• Growth strategies
Practical exercise: Examining how strategic decisions at WalMart, Coca Cola, Louis Vuitton, Pfizer and Tesco have created distinctive financial characteristics in those organisations.
• Managing Directors / CEO
• Business Owners / Executive Directors
• General Managers
• Finance Managers
• Operational Managers
• Marketing Managers
• HR Managers
• IT Managers
• Sales Managers
• Technical Managers / Project Managers
• AXA Asia Pacific Ltd
• Alcatel Lucent Ltd
• Berkshire Hathaway Ltd (US)
• British Petroleum (Australia)
• British American Tobacco Ltd
• Cisco Systems (US)
• Clemenger BDO
• Fairfax Media Ltd
• Fonterra (NZ)
• Genesis Energy (NZ)
• Gulf Airways Ltd (Bahrain)
• Julphar Pharmaceuticals (UAE)
• Mubadala Sovereign Investment Fund (UAE)
• Oman Gas Co (Oman)
• Rabobank Ltd
• Sipchem (Saudi Arabia)
• Singapore Power International Ltd (Singapore)
• Tabcorp Ltd
• Tattersalls Ltd
• Transurban Ltd
• Woolworths Ltd
• Wesfarmers Ltd.
*******For more details, kindly download the brochure*******
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