1

MEASURING AND BENCHMARKING VALUE CREATION

1.        Learn how businesses use financial models to measure and plan value creation in business.

2.        Enhance your understanding of the ‘language of business’ used in financial statements.

3.        Explore the Internet to track your company’s financial and management information.

  2

WIDELY-USED MEASURES OF VALUE CREATION

1.        Learn how to use integrated value frameworks to direct and evaluate managerial performance:
Economic Profits (EP), Return on Net Assets (RONA), Return on Invested Capital (ROIC), Return on Equity (ROE), Return on Assets (ROA)

2.        Use the internet to help you analyze your company’s performance against various benchmarks.

  3

MANAGING GROWTH FOR VALUE CREATION

1.        Learn why firms can be profitable, yet grow broke.   

2.        Learn how cycle time and lean manufacturing affect cash flow.

3.        Enhance your skills in planning and managing profitable and financially affordable growth.

4.        Explore the internet for analysts’ evaluation of your company’s performance and prospects

  4

MANAGING FOR SHAREHOLDER VALUE

1.        Learn how investors estimate the market value of bonds and stocks.

2.        Learn to estimate the impact of projected plans on a company’s shareholder value.

3.        Become more familiar with the terms:
Market Value Added (MVA), Shareholder Value Added(SVA),
Economic Profits (EP), and (projected) ROE, ROA, and RONA

 5

MANAGING CAPACITY FOR VALUE CREATION

Enhance your understanding of price, cost, and volume data for:

  (a)   product profitability analysis;                                                                        

  (b)   production planning;                                                                                       

  (c)    managing capacity, bottlenecks, and waste.

  (d)   aligning performance measures and incentives

  6

ANALYZING PROCESSES FOR VALUE CREATION

1.        Become familiar with the methodology and usefulness of Process and Activity Analysis for:

(a)      Identifying value-wasting activities;

(b)     strategic cost analysis; and

(c)      evaluating sourcing decisions 

 7

IMPROVING PROCESSES FOR VALUE CREATION

1.        Become familiar with the methodology and usefulness of Process and Activity Analysis for:

(a)      continuous quality improvement;

(b)     integrating financial and process performance measures

(c)      employee empowerment 

 8

VALUE-BASED

MANAGEMENT OF

NEW PRODUCT DEVELOPMENT

1.        Learn why managing upstream is critical to competitive success.

2.        Enhance your familiarity with the methodology of designing products and processes to target performance, costs, and profitability

9

& 10

SHAREHOLDER VALUE BASED STRATEGIC PLANNING AND CONTROL

1.        Become familiar with key drivers of shareholder value.

2.        Learn to use shareholder value models to:

      (a)      evaluate business strategy,

      (b)     propose a strategic plan for your company, and

      (c)      improve business planning and managerial performance.

3.        Learn to use shareholder value perspectives to develop:
      (a)      strategic initiatives for your business unit, and
      (b)     personal performance improvement plan.