27. MANAGING ACCOUNTS FOR THE GENERAL AND SALE S MANAGER (1 day)
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
Assets - Fixed, Current
Capital & Reserves
Ratios And Statistical Analysis
Department Profitability KPI's
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