presents American Management Association Seminars
AMA'S COURSE ON FINANCIAL ANALYSIS
Seminar No: 01552 -XNBB
CEU Credits: 1.8
Length: 3 days
It's never been more difficult to predict a company's financial future. Here's how you can better evaluate vital financial indicators!
If it's your job to be on top of your firm's financial situation, then this hands-on comprehensive course is for you. You'll not only review the latest proven analytical tools, but you'll also develop a keen understanding of how and when to use them to improve your company's profit picture.
Attendees:
Managers responsible for their company's financial future or those seeking a refresher in analytical techniques--including financial analysts, accountants, project managers, budget analysts, vice presidents of finance, controllers, and treasurers.
How You Will Benefit:
- Enable management to make truly informed decisions
- Benchmark your company's performance vs. your competitor's
- Maximize return on capital investment
- Improve net cash flow from operations
- Enhance shareholder value--and your value to your organization
What You Will Cover:
- Your role in the corporate planning cycle
- How to perform present-value calculations
- How to evaluate capital investment proposals
- Lease analysis
- How to measure management performance
- How to meet your company’s need for cash flow planning
- How to use the Capital Asset Pricing Model (CAPM)
- How to interpret and evaluate financial information
- Analyzing mergers and acquisitions
- Applying risk management concepts to financial analysis
Extras From AMA!
Recommended for optimum learning benefit: familiarity with the fundamentals of finance and accounting (see AMA seminar # 2218 or # 1210).
Extended/Detailed Seminar Outline
Learning Objectives
- Learn Concrete Techniques to Enable Management to Make Truly Informed Decisions
- Improve Your Company’s Profit Picture and Your Stockholders' Investment
- Keep on Top of Your Firm’s Financial Situation
- Increase Your Own Value to Your Organization
The Planning Cycle
- Describe How Virtually Every Business, Regardless of Size, Makes Strategic Decisions Using the Planning Cycle
- Define the Basic Individual Steps in the Planning Cycle, Which Includes the Strategic Plan, the Resource of Capital Plan, the Operating Plan, Measurement of Results, and the Analysis of Results
- Demonstrate How and Why Financial Analysis Is Required in Every Step of the Cycle
- Modify a Given Strategy and Desired Results Based upon Analysis
Creating Shareholder Value
- Define What Is Meant by Creating Value in an Organization
- Calculate the Pre- and After-Tax Cost of Debt by Referring to a Test Case Contained in Value Line
- Calculate the Cost of Equity According to the CAPM Formula
- Integrate the Cost of Debt and the Cost of Equity for Actual Companies
- Present Their Findings to the Class
- Explain Why Capital Projects in Mergers and Acquisitions Appear to Be Logical or Illogical from a Financial Point of View of the Capital Asset Pricing Model
- Explain to the Group Why Some Corporate Forecasts Are More Believable Than Others, as Indicated by the "Earnings Predictability" Factor in Value Line
- Explain the Meaning of BETA and Its Relationship to CAPM
- Prepare a List of at Least Fifteen Ways Used to Increase Shareholder Value
Performance Indicators (Metrics)
- Explain Why Ratios Should and Can Relate to the Creation of Shareholder Value
- Calculate Individual Metrics and Explain How They Relate to Value (ROI, ROA, ROE, EPS, Asset Turnover, etc.)
- Apply Different Means for Common Metrics
- Describe to Other Participants How the Ratios and Metrics Can Be Improved
- Understand the Altman Z-Score
- Discuss the Need for Cash Flow Ratios in Addition to Accrual Indicators
Cash Flow
- Understand after Lecture What Is Meant by Cash, Cash Assets, and Cash Equivalents
- Explain Why the Cash Flow Statement Is a Valuable Tool for Corporate Managers
- Understand and Explain the Difference between a Funds Flow Statement and a Cash Flow Statement
- Explain Why the Cash Flow Statement Is Attracting Increased Attention
- Engage in a Discussion of How Cash Flow Is Used to Value Companies
- Find the Cash Flow Growth Rate for a Company and Explain to the Group What It Means for Corporate Value Creation
The Time Value of Money
- Explain the Conceptual Necessity of Present Valuing
- Calculate, Using Their Calculators, the Important Present Value Indicators (IRR, NPV, Profitability Index)
- Use Efficiently a Financial Calculator to Achieve the above Results
- Explain the Relative Strengths and Weaknesses of Present Valuing Concepts Such as NPV and IRR
Capital Project Analysis
- List the Different Types of Capital Expenditures and Explain Why Each Must Be Analyzed Differently
- Understand at Least Five Evaluation Techniques Which Indicate If a Capital Project Is Good or Not
- Explain What Information Should Be Gathered, Reported, and Analyzed in a Typical Capital Project Situation
- Use the Financial Calculator to Substantiate Approval or Disapproval of Capital Expenditure Requests
- Understand through Lecture and Feedback Interest-Rate Theory as It Relates to Present Valuing
- Understand How to Present Capital Project Analysis to Nonfinancial Decision Makers
Leasing
- Define Operating and Capital Leases, and at Least Twenty Alternative Terms That Can Be Used to Describe an Operating or Capital Lease
- Understand Why FAS 13 Exists
- Understand Two Approaches Applied in Global Lease Analysis (the U.S. Model vs. Most Other Countries)
- Understand and Apply the Four Tests to Determine Whether a Lease Goes on or off the Books
- Understand, Explain, and Calculate a Lease vs. Buy Situation
- Understand and Explain Why a Lease Is Sometimes Preferable to Owning an Asset and Vice Versa
- Understand the Impact of Leasing on the Income Statement, Balance Sheet, and Cash Flow Statement
Mergers and Acquisitions
- Compare and Contrast a Merger and an Acquisition
- Recite the Twelve Conditions Required for a Merger and Understand Why These Conditions Exist
- List the Types of Experts Who May Be Required in a Typical M&A, the Function to Be Performed by Each, Their Cost, Etc.
- Understand Why Anti-Trust Regulations Exist, and Therefore Why We Have a Calculation That Indicates Which M&As Will Probably Be Challenged by the Regulating Agencies
- List at Least Eight Methods of Valuing a Company and Understand the Strengths and Weaknesses of Each Method
- List the Functional Areas of an M&A Transaction Requiring Due Diligence (Marketing, Operations, Finance, Legal, Etc.) and List at Least Ten Elements of Due Diligence to Be Performed within Each Function
- Discuss the Pros and Cons of Synergy and Its Relationship to Corporate Valuation
- List the Different Types of Deals and Explain the Relative Strengths and Weaknesses of Each
Range Estimating: Reasoning with Risk
- Outline
- Introduction
- The Real World Is Not a Spreadsheet
- What’s Critical and What’s Not
- Uncertainty: Measure It to Manage It
- Range Estimating Measures Uncertainty
- The Range
- A Plant Expansion Project
- Applying Long-Range Estimating
- Model
- Keeping It Simple
- The Power of the PC
- Contingency: A Matter for Management
- Other Examples of Range Estimating
- Conclusion
Start and End times: first day - 8:30am-5pm, all other days 9am-5pm unless otherwise specified. Your registration confirmation notice will confirm the hotel/conference center for the seminar for which you registered. The information included on this page is all the information available on this seminar. Please use form below to register only. To request information that is not included above please send an email to
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AMA's main conference centers
Seminars scheduled for the cities below are held at the locations listed below. For location information for other cities in which AMA seminars are held please call or email for information.
New York
AMA executive Conference Center
1601 Broadway New York, NY 10019
American Management Association (Located in the same building as the Crowne Plaza Hotel) 1601 Broadway On Broadway and 48th Street near Times Square. Entrance is on 48th Street.
Chicago
AMA executive Conference Center (adjacent to the Marroitt O'Hare)
8655 west higgins rd
Chicago, IL 60631
San Francisco
AMA executive Conference Center is located in San Francisco Marriott Hotel
55 Fourth Street 2nd Level
San Francisco, CA 94103
Atlanta
AMA Executive Conference Center
Address: 1170 Peachtree Street Ne Cnr Peachtree & 14th (3rd Flr)
City, State, Zip: Atlanta, GA 30309
Washington, DC
Arlington, Virginia
2345 Crystal Drive, Suite 200
Arlington, VA 22202
If you are not paying via credit card, you will receive an invoice with payment instructions.
Cancellation Policy:
If you cannot attend a seminar you can contact AMA in advance to transfer to a future session, or you can send someone to take your place. If you need to cancel your attendance, AMA will give you a complete refund if you cancel more than three weeks before your seminar begins. To cancel, simply email us at
. If you cancel with less than three weeks’ advance notice, you will be liable for the entire seminar fee. Once your payment has been received, you may request a courtesy transfer to use at any future AMA seminar of equal or lesser length. The courtesy transfer must be used within one year of the date of your originally scheduled seminar. In fairness to all attendees, if you do not attend a seminar session for which you are confirmed and do not contact AMA to cancel in advance, you will be charged the entire seminar fee.
AMA grants courtesy transfers to people who cannot attend their scheduled sessions. You can use a courtesy transfer for any seminar of equal or lesser length than the original seminar. You must use your courtesy transfer within one year of the date of your originally scheduled seminar.
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