Programme Timings: Registration will be at 08:00 on the first morning. The programme will commence at 08:30 and conclude at 14:30 on all days withtwo breaks for refreshments. Lunch will be served at the end of each day.
| Day One – Sunday, 23 March 2008 |
Strategic Finance For Non-Financial Executives
Latest methods for analysing the strategic performance of the organisation including techniques such as Altman-Z, Balanced Scorecard and others. A basic financial survival course for any non-CFO executive in
your organisation.
• Analysis of financial statements
• Shareholder wealth maximisation
• Applied corporate finance
• Strategic management and the financial planning process
• Introduction to the “Stock Exchange”
• Cash flow – the lifeblood of business
| Day Two – Monday, 24 March 2008 |
Cost Control And Effective Financial Management
All executives have the issues of budget and operational expenditures, but many also need to understand the nature of the costs, cost behaviours, operating leverage and cost allocation methods. A company can live and die by its ability to control, use and leverage cash-flow, the so-called ‘life-blood’ of the business because it is the essence of sustainable profitability.
• The changing business environment
• Cost control and cost management
• Budgeting
• The Balanced Scorecard and performance management
• Effecting change for cost efficiency
| Day Three – Tuesday, 25 March 2008 |
Corporate Governance, Ethics And Organisational Strategy
With the downfall of the wall street powerhouses Enron and Worldcom, plus the numerous scandals amongst senior executives of Fortune 500 companies, the pressure is on for good corporate governance, ethics and social responsibility – all married with the need to maximise shareholder wealth. Changing workplace practices and mobilisation of the modern organisation are also requiring a complete rethink of the traditional hierarchical management model that is so prevalent in the Middle-East and Asia.
• Case study: The Enron Story
• What can we learn from the lack of governance and ethics of the US markets?
• Profit – when is enough, enough?
• Moving to a networked organisation structure, and learning to delegate
• “It’s different here….” – why Middle-East businesses need to adapt
| Day Four – Wednesday, 26 March 2008 |
Customer Service And Multi-Channel Support
With the emergence of the Internet, IVR systems, self-service kiosks, SMS and other channels, the customer is presented with ever increasing ways to interact with us – but why are customers complaining about reduction in service levels? Could it be the new channels they are using are not up to scratch? Find out what drives customer behavior for certain channels and why your organisation HAS to change to meet the needs of the 21st Century customer.
• Understanding the Internet's power to alter channel strategies
• Emerging technologies and trends
• Managing customer sales and support systems
Marketing Strategy And ROMI
Marketers used to tell us that marketing was an ‘art’. Now CEOs are realising that that art, like any other component of the business, needs to have measurable deliverables. This module covers the emerging field of ROMI (Return On Marketing Investments) and looks at case studies that will help you understand why some marketing is no longer working for your organisation. What works, and what should you spend your money on?
• Developing fast to-market technology for competitive advantage
• Exploring the economics of customer loyalty and total customer satisfaction
• Putting a customer-focused, service profit chain to work
• Formulating an action-oriented marketing plan
• Return On Marketing Investment (ROMI)
| Day Five – Thursday, 27 March 2008 |
Leadership And Mentoring Skills
Leadership – it is the single quality that all very successful executives have. What’s the difference between a leader and a manager? A leader provides the vision, while the manager tells you what to do with your time. It is what you need to lead an organisation to success. Strategic leadership and mentoring skills introduce techniques for developing strong leadership skills and an organisation that follows.
• Understanding the difference between leadership and management roles and responsibilities
• Examining leadership patterns for successful transformation initiatives
• Developing negotiation skills
• Developing organisational capability for a knowledge-based, service intensive business
• Role-play critical leadership scenarios – have you got what it takes to make the grade?
Assessment:
At the completion of the Master Business Analyst programme, you will present a business plan for moving your business forward. This group presentation will be assessed for your suitability to receive the designation Master Business Analyst™.