Controlling
Finance, Accounting and Controlling – Seminars Finance
When is a company on course? And how can liquidity be planned? What are the goals of corporate and financial planning? What does she have to take into account? Here you will also find seminars focusing on controlling for non-controllers and controlling for executives.
Key Figures, Instruments and Accounting – Seminar Finance, Accounting and Controlling – Seminars Controlling
Every business needs meaningful data that helps executives pursue their goals. Only with these metrics can the right decisions be made, enabling improvements in the future.
What should be considered when setting up a KPI system? Key figures are used to prepare and summarize the information contained in the annual financial statements or the BWA during the year. Thus, the entrepreneur or the analyst can quickly and clearly gain an objective overview of the financial and earnings position.
Only by comparing with sizes, key figures can be classified and assessed. There are two comparison variables available for the key figure analysis:
Time comparison: The determined key figures from several periods are compared with each other. By looking at a longer period of time, insights into trends or cycles can be gained.
Peer group comparison and industry comparison: In peer group comparison and industry comparison (company comparison), the key figures of the company under investigation are compared with those of comparable companies, mostly from the same industry.
Active taxes and not just manage. In our information blog Companies actively controlling you receive tips, on which you should pay attention in the enterprise control with characteristic numbers.
Rolling financial and liquidity planning – actively controlling companies with key figures
Financial planning is based on expected cash inflows and outflows during the period and includes i.d.r. In addition to planned balance sheets and budgeted guidance, liquidity considerations are also included on operating activities, investing activities and financing activities of a company.
In the concrete implementation, a rolling planning has proven itself, i. a planning with a regular change between financial plans with the same time horizon.
Depending on the length of the overall planning period, there are planning periods of three, six or twelve months, and the level of detail decreases with increasing range of planning. If a short-term financial planning, e.g. For a period of six months, longer-term planning will start with the following half-year. At the end of the first half of the year, the strategic financial planning will be extended for another six-month period. This creates an overlapping planning system.
On the basis of the created financial planning, budget budgets are subsequently used to create financial budgets for the individual organizational areas. In addition to the financial target figures, which are often specified in the form of upper and lower limits, action catalogs are defined that are to be fulfilled in the planning period. The respective organizational units then have to implement and implement these specifications at their own discretion and in their own responsibility.
Continuous financial control and monitoring monitors compliance with financial planning. In order to detect deviations early, this must be done at short intervals, for example, on a quarterly basis. If there are deviations, clarify the causes and discuss them with those responsible, it may also be possible to govern a subsequent change of framework conditions by means of a flexible reallocation of funds.
