Certified Business Analysis


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Certified Business Analysis

  1. 1. 15 % Discount if Registered by May 20, 2007 Certified Business Registration Closes 15 June 2007 Analysis TM 7 DAY COURSE Program (3 Intake) Mississauga (Toronto) rd Canada July 2-4, 2007 The educational objectives of the Academy of Finance and July 7-10, 2007 and Management Australia (AFMA) are to further the development of management accounting education in Run by Senior the universities and schools in Australia and internationally; to encourage research into the Faculty of the application of Cost Management and Business Analysis Academy of theory and practice; and to provide continuing Finance and professional development for its members. Management In order to achieve the above objectives, a number of Australia educational programmes are offered by the Academy. The CBATM program leads to certified membership of ICMA Australia, and is open only to Accounting Graduates, Professional Qualified Accountants of other recognised bodies, and the ICMA Australia’s Graduate (GMA) and Associate (AMA) members. Who Should Attend? • Professional accountants (RPA, ACCA, CPA, CA, CGA, CIMA) • Business Analysts • Industrial and Services Accountants • Financial Analysts & Controllers • Any senior staff responsible for the provision of decision information in their organisation Key Learning Outcomes • identify the basic conventions and doctrines of strategic managerial accounting. • identify major contemporary issues that have emerged in managerial accounting. • discuss a number of issues relating to the design and implementation of cost management models in modern firms. Academy of Finance and Management Australia www.afmaglobal.com Ph: 61 (03) 9544 7319 Fax: 61 (03) 9544 7299
  2. 2. AFMA Global TM YOUR COURSE FACILITATORS Professor Leon Duval Professor Janek Ratnatunga MBus (Acc) (Monash), CA (Aust), CBA(Aust) DipM UK MBA PhD Bradford UK FCA CPA CBA Leon Duval is the President of the Institute of Professor Janek Ratnatunga is the Chair of Business Management Accountants (Australia). He is a practising Accounting in the Faculty of Business and Economics at Management Accountant with over 25 years experience in Monash University, Australia’s largest university. He has the area. He runs his own professional practice, Duval also held academic positions at the University of Partners, and has been involved in the installation of over Melbourne and the University of Canberra in Australia 100 Activity Based Costing (ABC), Balanced Scorecard and the Universities of Washington, Richmond and and Cost Management systems to a diverse range of Rhode Island in the USA. clients. He has consulted to a wide variety of organizations in As an educator and trainer, Leon has worked for Monash Australia and South-East Asia, especially in the areas of University, the Mt. Eliza Business School, CPA Australia cost management systems and financial planning and and the Institute of Chartered Accountants (Aust) at analysis, including the World Bank, American Express, which he was responsible for developing the Advanced Unilever, Telstra, Hong Leong Group and Telekom Management Accounting module in its Professional Year Malaysia. He worked in the profession as a Chartered program. He is the Dean of the Australian Institute of Accountant with KPMG. Finance and Management (www.aifm.com.au), and also a faculty member of the Wharton Institute of Technology He has designed and delivered programs in cash and Science, both of which are accredited by the Institute management and investment analysis to senior finance and of Management Accountants (Australia) as recognised accounting executives in Singapore, Kuala Lumpur, providers of its CBA program in Australia. In this Jakarta, Beirut, Delhi, Dubai, Hong Kong and Colombo, as capacity, Leon has been a much sought after presenter in well as in all states in Australia. These seminars have been Australia, Malaysia, Indonesia, India, Sri Lanka and Papua attended, in total, by over 5,000 executives to date. New Guinea. Professor Ratnatunga has authored/co-authored sixteen books on cost management, entrepreneurship, financial ICMA House, Melbourne, Australia accounting, accounting theory and financial modelling and over 200 academic and professional papers. He holds a PhD and MBA from the University of Bradford, and is a Fellow Chartered Accountant (FCA), Fellow Chartered Management Accountant (FCBA) and a Certified Practicing Accountant (CPA) www. afmaglobal.com
  3. 3. 7 Day Course Outline Day One Monday July 2nd 2007 Day Two Tuesday July 3rd 2007 Strategic Cost Management Presenter: Leon Duval, President, Institute of 8.00am: Topic 5: Benchmarking Management Accountants This topic discusses in depth “benchmarking”; which is the formal process of measuring and comparing a company’s 8.00am-8.15am: Introduction operations, products, and services against those of top performers, both within and outside that company’s primary 8.15am: Topic 1: Management Control Systems industry. This topic introduces the concept of management control and considers the role of management accounting within such a 10.00am: Topic 6: Activity Based Costing control framework. The design of management accounting This topic focuses on the principles of Activity Based Costing systems is also considered. (ABC), which is shown as the response to the challenge of complexity. Aspects such as “volume”, “structural” and 9.45am: Topic 2: Production and Quality Management in “introductory” costs are specifically considered. Modern Firms This topic introduces the traditional production management 10.30am-10.45am: Tea/Coffee Break techniques and strategies. The 5-P’s of production are specifically considered; i.e. the product, plant, process, 10.45am: Topic 6: Continued program, and people. Modern production management techniques originating from Japan, such as Flexible 11.45 pm: Case study on ABC: The Mellow Company Case Manufacturing Systems (FMS); and Total Quality Study Management (TQM) are also considered. 12.45pm-1.30pm: Lunch Break 10.30am- 10.45am: Tea/Coffee Break 1.30pm: Topic 7: Customer Profitability Analysis 10.45 am: Simulation of Production Function This topic moves the focus from analysis to action. Methods of finding profitable customers and products are considered, 12.15pm: Topic 3: Cost Accounting and Cost as is the area of account management Management in a JIT Environment This topic continues to look at production management 2.30pm: Case Study on Customer Profitability Analysis: techniques and strategies, especially the more modern Bills and Moon Co. production philosophies originating from Japan, such as Just- In-Time production (JIT). The strategic management 3.30pm-3.45pm: Tea/Coffee Break accounting issues raised by such philosophies and techniques and aspects of the influence of the philosophy on 3.45pm: Topic 8: Process Control and Activity Based production and purchasing are also covered. Management Here the areas of process control and activity based 1.15pm-2.00pm: Lunch Break management are discussed. Monitoring systems, and the concepts of frequency, timeliness and accuracy are 2.00pm: Mini-Case Studies on Accounting for Quality: considered, especially in relation to white-collar departments. Clean Shaven AND Accounting in JIT Environment: Silicon Valley Computer 5.00pm: Case Study on ABM: Dilbert Laboratories 3.30pm-3.45pm: Tea/Coffee Break 6.00 pm: End of Day Two 3.45pm: Topic 4: Management Accounting in Modern Firms Day Three Wednesday July 4th 2007 This topic overviews the complexity that exists in modern industrial settings, and why the conventional management 8.00 am: Topic 9: Implementing Re-engineered Cost accounting techniques may provide misleading information in Analysis and Control Systems such environments. It is shown that indirect costs make up This outlines the implementation process of activity based the largest percentage of total costs in such complex firms, costing. Behavioural aspects, especially in creating motivation and that there are many challenges in allocating such indirect are discussed. Long-term cost management models are also costs. Methods of identifying “obsolete” cost systems and of considered. improving cost control are also discussed. 10.15am -10.30am: Tea/Coffee Break 6.00pm: End of Day One 10.30am: Case Study on Implementation: Oakley Paints Ph: 61 (03) 9544 7319 Fax: 61 (03) 9544 7299
  4. 4. 7 Day Course Outline (Continued) 11.45pm: Topic 10: Re-engineering Management Control 1.15pm-2.00pm: Lunch Break Systems Strategic approaches such as “product differentiation” and 2.00pm: Comprehensive Case Study on Accounting for “cost leadership” are considered in re-engineering Strategic Marketing: The Roxor Watch Company: Case management control systems especially via the linking of Study Analysis and Presentations overall performance to financial and non-financial measures. 3.30pm-3.45pm: Tea/Coffee Break 12.45pm-1.30pm: Lunch Break 3.45pm: Topic 3: Accounting for Marketing Product 1.30 pm: Topic 11: Triple Bottom Line Accounting Management Triple bottom line accounting is changing the way This topic looks at the interface between management organisations go about their business. This topic explores accounting and marketing related “product management” what is meant by the "triple bottom line" and what it means for especially in competitive environments. The “product” is the organisations, now and in the future. first “P” in the 4-Ps of marketing, the others being price, promotion and place distribution, which will be discussed in 2.15pm: Topic 12: Corporate Governance: The Role of the detail in later topics. It is shown that as a product moves Management Accountant through various stages of its life-cycle, there are differing This topic overviews the corporate governance structure financial aspects that need to be focused on for competitive which specifies the distribution of rights and responsibilities positioning. among different participants in the corporation, such as, the board, managers, shareholders and other stakeholders, and 5.30pm: End of Day Four spells out the rules and procedures for making decisions on corporate affairs. Day Five Sunday July 8th 2007 3.30pm-3.45pm: Tea/Coffee Break 8.30am: Topic 4: The Management Accountant’s Role in 3.45pm: End of Day Three the Pricing Decision Here the various aspects of pricing decisions are covered, Day Four Saturday July 7th 2007 especially in competitive environments. Pricing Methods and Pricing Strategies are specifically contrasted, and the use of such techniques as CVP analysis and linear programming in Strategic Business Analysis the pricing area are discussed. Risk averse pricing strategies Presenter: Janek Ratnatunga, Professor, Monash and their limitations are also covered in this topic. University and Education Committee Chairman, Institute of Management Accountants 10.30am-10.45am: Tea/Coffee Break 8.30am-8.45am: Introduction 10.45am: Case Study on Pricing: ePrecision Manufacturing Company 8.45am: Topic 1: Corporate Strategy in Modern Firms This topic overviews the concepts and development of 11.45am: Topic 5: Financial Dimensions of Pricing in strategic planning in modern business enterprises. The International Markets traditional areas of corporate strategy; such as mission This topic extends the discussion of the previous section on statements, objectives, and strategic planning decision pricing, and considers within a competitive international models are first introduced to the student. The state of market. It is shown that setting a selling price in a foreign strategic thinking in the current environment is then market has, in addition to strategic marketing considerations, considered, especially in relation to strategic management some unique international financial dimensions, especially information systems. due to the lengthening of the channels of distribution and the impact of multiple currencies. 10.30am: Tea/Coffee Break 1.15pm-2.00pm: Lunch Break 10.45am: Topic 2: Marketing and Strategic Management Accounting 2.00pm: Topic 6: Accounting for Promotion: Push Here the marketing concept is introduced and the links Strategy between marketing and strategic management accounting are Here the principal ways of communicating with the market, illustrated. It is shown how concepts such as the product life referred to collectively as the “promotional mix” are cycle and product portfolio matrix are linked to managerial overviewed. It is shown that the management accountant has accounting techniques such as budgeting and life-cycle a significant role “push strategy”, especially in controlling field costing to provide relevant information for strategic decision sales operations, and evaluating sales force performance. making. www. afmaglobal.com
  5. 5. 7 Day Course Outline (Continued) 3.15pm-3.30pm: Tea/Coffee Break Day Seven Tuesday July 10th 2007 3.30pm: Case Study on Sales Force Analysis: EmPeeThree 8.30am: Topic 10: Strategic Value Analysis The use of “value-drivers” is considered in the linking of 5.30pm: End of Day Five corporate strategy with financial performance measures. Aspects such as “free-cash flow”; “continuing value” and Day Six Monday July 9th 2007 “business value” are specifically considered. 10.30-10.45am: Tea/Coffee Break 8.30am: Topic 7: Accounting for Promotion: Pull Strategy 10.45: Case Study on Strategic Value Analysis: The Rappa This topic continues with the discussion on promotion, and Port Authority specifically looks at “pull strategy” with its heavy reliance on advertising. It is demonstrated that the management 12.15pm: Topic 11: Distant Early Warning Systems accountant has a significant role in formulating advertising Short-term (weekly) and long-term (annual) corporate radar budgets, especially using specific budget models, and in the systems are considered, in order to determine the health of difficult areas of controlling advertising outlays and evaluating one’s business organisation. Bankruptcy prediction models advertising effectiveness. (such as Z-scores) are specifically considered. 10.30am: Tea/Coffee Break 1.15pm-2.00pm: Lunch Break 10.45am: Comprehensive Case Study on Accounting for 2.00pm: Topic 11 (cont) Promotions: Suave Case Study Analysis and Presentations 2.30pm: Case Study on Early Warning Systems: Maxwell Communications Company 1.15pm-2.00pm: Lunch Break 3.30pm-3.45pm: Tea/Coffee Break 2.00pm: Topic 8: The Management Accountant’s Role in the Place - Distribution Decision 3.45pm: Topic 12: The Balanced Scorecard This topic considers the last “P” of the 4-P’s of marketing; i.e. A “balanced” view of the corporate scorecard is considered, place (or physical distribution). It is shown that the control of incorporating strategic and tactical; internal and external; the distribution function involves a “trade-off” between financial and non-financial; and past and future oriented key- maximising customer service and minimising distribution performance indicators. costs, and that the management accountant has a significant role to play in achieving this balance. The various accounting 5.30pm: End of Day Seven techniques useful in distribution cost analysis and control are highlighted in this topic. 3.15pm-3.30pm: Tea/Coffee Break 3.30pm: Topic 9: Performance and Strategic Financial END OF PROGRAM Structures Financial Performance Indicators, especially the ROI measure is considered in depth, and cost of capital definitions and computations are evaluated in this topic. The impact of financial structure on planning performance evaluation is also considered, specifically capital structure and its role is ICMA Board Certified Assessments obtaining an appropriate discount rate for capital projects. 5.30pm: End of Day Six All course participants wishing to take the ICMA Australia exams must complete the full 7-day CBA program. Exams are one 3-hour open-book paper per subject. Those having over 10-years of senior relevant experience are exempt from exams, but must successfully complete the assessments undertaken during the program. www. Afmaglobal.com 61 (03) 9
  6. 6. REGISTER NOW! (15% Discount if AFMA Global Registered by may 20th 2007). By Telephone (905) 890-8042 When & Where Invatron Executive Centre By Fax: Complete and send this registration form to:+61 (0) 3 9544 7299. 6450 Kitimat Road Mississauga, Ontario L5N 2B8 By Post: Post this registration form, together with payment to: (Tel) 905.819.8380 Canada Program Manager Academy of Finance and Management The Centre is Conveniently located just south of Highway 401 Australia, and Mississauga Road, and is minutes from Toronto’s Lester ICMA House, Unit 5, 20 Duerdin B. Pearson International Airport. Street, Clayton, Victoria 3168 AUSTRALIA. Local AFMA Contact: Mr. Syed Ali, - Tel: (905) 890-8042 By Email: administrator@cmawebline.com By Web: info@cmawebline.com Registration Form Delegate Name COMPANY DETAILS Position: Company Name: Telephone: Fax: Company Address: Email: Postcode: Country: □ YES! I would like to receive email Information Telephone: Fax: Email: For additional delegates please photocopy this form. REGISTRATION FEES Currency Equivalents Charges will be made to your Credit (Includes Breakfast, Lunch and (Rough Guide Only) Card in Australian Dollars Tea all days) Program USA $ Canadian $ Euro GST Total Price Price Individual Course Fee – 7 Days USD 3,000 CAD 3,500 EUR 2,500 A$4,000 n.a. A$4,000 Documentation 2 Easy Ways To Pay Once received you place is automatically reserved. Payment Conditions of Booking and Privacy Statement in full IN AUSTRALIAN DOLLARS is required before the A valid e-mail address is required to enrol. Please tick the box below if you do not want us to disclose the information. course. Delegates will receive a invoice for taxation I do not wish to have my details made available to other purposes upon receipt of registration. organisations. 1. □ I enclose a Bank Draft made payable to the Institute of I do not wish to receive any more mailings from AFMA. Management Accountants (in Australian Dollars) Every care has been taken to ensure that this program published is correct at the time of publication. However AFMA reserves the right to 2. Please tick one the following credit cards (only): alter the program prior to the event. □ Visa □ MasterCard Cancellations and Transfers Card Number Should you be unable to attend, a substitute delegate is always welcome at no extra charge. Alternatively a full refund, less a 10% (incl GST where applicable) service charge, will be made for cancellations received in writing (letter, fax or email) up to four weeks prior to the event. A cancellation fee of 50% will apply for cancellations between 2 Cardholder’s Name: to 4 weeks prior; and there will be no refunds for cancellations within the 2-weeks period prior to the course commencing. Signature: Expiry Date Copyright © AFMA 2006. All rights reserved. The names of actual companies and products mentioned herein may be the trademarks of Amount their respective owners.