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MANAGING ACCOUNTS FOR THE GENERAL AND SALE S MANAGER

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27. MANAGING ACCOUNTS FOR THE GENERAL AND SALE S MANAGER (1 day)

WHO FOR

For General Managers, DP's and Sales Managers who wish to understand their monthly accounts, KPI's and Performance Measures better and how to use them to control their business performance and to make it more productive and efficient.

(This course is better tailored for individual companies specific needs)

AIMS OF THE PROGRAMME

•  To Equip Managers With An Understanding Of How A Sample Monthly Profit & Loss Account And Balance Sheet Works And Are Structured.

•  To Ensure The Key Performance Ratios And Indicators Are Understood For Sales, Service And Parts So That Assets Are Made To Sweat And ROCE Return On Capital Employed Is Efficiently Driven.

•  To Educate Managers On Relevant Accounts Terminology.

•  To Enable Managers To Get More Out Of The Information Provided And Highlight Strengths And Weaknesses In Their Own Accounts.

•  Focus On Finance And Cash Flow Issues And Understand The Effect That Individual Dealer Actions Have On The Company As A Whole.

•  To Become More Analytical In Terms Of Interpreting The Figures.

•  Identify Areas To 'Drill Down' More On To Increase Profit And Reduce "Leaky Bucket" Inefficiency.

THE MAIN THEMES THAT WILL BE COVERED ARE:-

•  What Is A Profit & Loss Account?

•  The Difference Between Cash And Profit Accounting

•  The "Matching Principle"

•  Accruals And Prepayments

•  Reading And Interpreting The Profit And Loss Account

•  Understanding Basic Accounts Terminology

•  Profit & Loss Account Units, Sales T/O, Gross Profit,

•  Variable Expenses, Semi Fixed Expenses, Overheads, Pre Tax Profit

•  Variable, Semi fixed And Branch Branch Overhead Expenses

•  Gross And Net Profit, Direct Profit, Profit Before Tax

•  Using And Interpreting The Balance Sheet

•  How a Balance Sheet Balances

•  Creditors, Debtors

•  Assets - Fixed, Current

•  Current Liabilities

•  Capital & Reserves

•  Warranty Claims

•  Bonuses

•  Ratios And Statistical Analysis

•  Department Profitability KPI's

•  Debtor Analyses

•  Financial Yardsticks and How They Allow Meaningful Comparisons

•  Statistical Information To Highlight Potential Difficulties

•  How to Spot The "Warning Signs" Of Failing Performance

•  Vehicle Stock Performance Statistics

•  Parts Department Statistics

•  Management Charges & How They Can Be Made Up

•  Stock And Debtor Funding

•  Dealing With Overage Stock

•  Cash flow And Working Capital Control

•  Group Cash Flow Position

•  Bankers, Lenders, Manufacturers, Other Third Parties

•  The Effect Of Growth

•  Monitoring Group Cashflow

•  Influencing Cashflow At Branch Level

•  Credit Control - The

•  General Managers' Role As A Credit Controller

•  The Service and Parts Departmental Managers Role

•  Existing Account Reviews

•  & Opening New Credit Accounts

•  Recognising The Signs Of Potential Bad Debt Problems

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