Operational Planning: The Key to Building a Culture of Implementation and Focus4Good.org
Ever wonder why organizations lose focus as their strategic plans gather dust on the shelf?
Ever wonder how to keep everyone on the same page during implementation, and preserve the energy and excitement generated during the strategic planning process?
Want to build a culture of focus that can knit together key organizational processes (planning, communications, evaluation and organizational learning) for sustainable high performance?
Tired of that "flying by the seat of our pants feeling?"
Successful organizations make the shift from "what" (visioning) to "how" (implementation) by building the infrastructure of implementation.
Join me in a practical discussion of what you can do create a focused, effective organization.
Best Practices in Implementing and Delivering Value from Your CPM SolutionsProformative, Inc.
View on Proformative: http://www.proformative.com/resources/presentation-best-practices-implementing-delivering-value-your-cpm-solutions
The CFO’s role has evolved from traditional reporting and controlling, to decision support and strategic execution. There is a growing expectation that the CFO will be a trusted adviser to the executive team, and will lead the Finance organization to embrace the role of business partner. This demanding transition has been driven by the desire to raise the bar and deliver value for investors and other key stakeholders.
In this best practice workshop, learn from seasoned Finance experts how best in class finance functions have used corporate performance management (CPM) as a foundation for driving these necessary changes, and for leading the finance organization into a new, value-added role.
In summary, in attending this workshop you will find:
* A roadmap for integrating strategic planning, operational planning, budgeting, and reporting into a complete CPM solution
* Operational readiness: How to tell if your Finance organization is up to the challenge
* How to leverage your existing CPM solution to enhance and improve finance operations processes
* Tips and traps for selecting the right CPM solution for your organization
* Bonus Material: Results of recent survey of 150+ companies experience with Rolling Forecast
Presentation delivered at ProformaTECH 2014 - http://www.proformatech.com
Workshop
This revision presentation provides an overview of the marketing planning process including a brief description of each stage in marketing planning together with discussion of the role of the marketing budget.
Sales & Operations Planning (S&OP): An IntroductionSteelwedge
Do you know the secret to a successful Sales and Operations Planning process?
Your ability to troubleshoot issues, plan for unexpected events, and maintain a reliable, single set of planning numbers is drastically affected by people, process and technology.
Educate your colleagues or refresh your own skills with the new introduction to S&OP presentation.
For more information about S&OP and how Steelwedge can help your business, please visit: http://www.steelwedge.com/resources/sales-and-operations-planning-intro/
Moving from strategic planning to operational planningwaleed abdallah
When it comes to strategy we all love to talk about our corporate strategic objectives, but how we can turn these strategic objectives to operational objectives?????
Integrating Strategic Planning Targets with Operational Budgeting and Forecas...Alithya
This presentation flows through the strategic planning process to operational budgeting and forecasting. Mija demonstrates how the solution plugs right into the Oracle EPM framework allowing users to share reports, analysis and dashboards across the enterprise as well as integrate results with other business processes.
We work with your team to think strategically about pricing; segment your markets; analyze your invoice data; and rebuild your pricing structures to maximize your profitability. We help you build the guidelines and process metrics to ensure effective execution. We help you train your sales force in the practical and cultural dimensions of this process.
Operational Planning: The Key to Building a Culture of Implementation and Focus4Good.org
Ever wonder why organizations lose focus as their strategic plans gather dust on the shelf?
Ever wonder how to keep everyone on the same page during implementation, and preserve the energy and excitement generated during the strategic planning process?
Want to build a culture of focus that can knit together key organizational processes (planning, communications, evaluation and organizational learning) for sustainable high performance?
Tired of that "flying by the seat of our pants feeling?"
Successful organizations make the shift from "what" (visioning) to "how" (implementation) by building the infrastructure of implementation.
Join me in a practical discussion of what you can do create a focused, effective organization.
Best Practices in Implementing and Delivering Value from Your CPM SolutionsProformative, Inc.
View on Proformative: http://www.proformative.com/resources/presentation-best-practices-implementing-delivering-value-your-cpm-solutions
The CFO’s role has evolved from traditional reporting and controlling, to decision support and strategic execution. There is a growing expectation that the CFO will be a trusted adviser to the executive team, and will lead the Finance organization to embrace the role of business partner. This demanding transition has been driven by the desire to raise the bar and deliver value for investors and other key stakeholders.
In this best practice workshop, learn from seasoned Finance experts how best in class finance functions have used corporate performance management (CPM) as a foundation for driving these necessary changes, and for leading the finance organization into a new, value-added role.
In summary, in attending this workshop you will find:
* A roadmap for integrating strategic planning, operational planning, budgeting, and reporting into a complete CPM solution
* Operational readiness: How to tell if your Finance organization is up to the challenge
* How to leverage your existing CPM solution to enhance and improve finance operations processes
* Tips and traps for selecting the right CPM solution for your organization
* Bonus Material: Results of recent survey of 150+ companies experience with Rolling Forecast
Presentation delivered at ProformaTECH 2014 - http://www.proformatech.com
Workshop
This revision presentation provides an overview of the marketing planning process including a brief description of each stage in marketing planning together with discussion of the role of the marketing budget.
Sales & Operations Planning (S&OP): An IntroductionSteelwedge
Do you know the secret to a successful Sales and Operations Planning process?
Your ability to troubleshoot issues, plan for unexpected events, and maintain a reliable, single set of planning numbers is drastically affected by people, process and technology.
Educate your colleagues or refresh your own skills with the new introduction to S&OP presentation.
For more information about S&OP and how Steelwedge can help your business, please visit: http://www.steelwedge.com/resources/sales-and-operations-planning-intro/
Moving from strategic planning to operational planningwaleed abdallah
When it comes to strategy we all love to talk about our corporate strategic objectives, but how we can turn these strategic objectives to operational objectives?????
Integrating Strategic Planning Targets with Operational Budgeting and Forecas...Alithya
This presentation flows through the strategic planning process to operational budgeting and forecasting. Mija demonstrates how the solution plugs right into the Oracle EPM framework allowing users to share reports, analysis and dashboards across the enterprise as well as integrate results with other business processes.
We work with your team to think strategically about pricing; segment your markets; analyze your invoice data; and rebuild your pricing structures to maximize your profitability. We help you build the guidelines and process metrics to ensure effective execution. We help you train your sales force in the practical and cultural dimensions of this process.
The Age of Alignment Part II: Getting Strategy-Driven Performance Measurement...Pearl Meyer
Our December webinar explored a fundamental question that was raised by the NACD Blue Ribbon Commission on Strategy Development: “Does your company’s incentive structure reinforce or unintentionally undermine its chosen strategy?”
During that webinar, I talked with my colleague on the Blue Ribbon Commission, Pearl Meyer and Partners’ Steve Van Putten, along with Michael Ng who is with us again today. We discussed the alignment of business strategy and compensation, the role of the Board, the hallmarks of a properly aligned program and examples of various approaches to design, monitoring and revision.
Today, we will build on that topic and take an in-depth look at how Boards can implement the right performance measures to ensure a compensation program that will be an effective tool for driving corporate strategy. With Pearl Meyer and Partners’ Managing Director Matt Turner taking the lead, we will look at measurement selection and mix, and practical concerns for measurement, goal setting and the on-going administration and governance of a winning program.
How adding structure helps improve the value and results of strategic partnerships and alliances. Structure is a set of standardized processes to evaluate and manage partnerships
This presentation summarizes ways to add structure at three key phases: Choosing the right partners; Rolling-Out – Launching new partnerships; Managing existing partnerships to achieve your goals.
Strategic partnerships and alliances help organizations enter new markets, deliver enhanced service and build customer loyalty. Using structure with partnerships increases results.
A marketing plan is a written document detailing the current situation with respect to customers, competitors, and the external environment and providing guidelines for objectives, marketing actions, and resource allocations over the planning period for either an existing or a proposed product or service.
How to implement a strategic IT vendor management programJeff Kubacki
CIO's and their IT leadership teams should focus more time on a strategic IT vendor management program. After doing this for 8 years by conducting annual IT vendor days and implementing World Class IT principles, I decided to share what has worked and why it is important in the transition to becoming strategic business partners.
Project was the due diligence for a private equity firm to evaluate an investment in a food company. The project was focused on the potential to improve the profitability of the company. The project was a quick assessment (3 weeks) and the findings on the EBITDA potential were above the PE firms threshold. We mapped out all the possible areas of improvement, and then consolidated them into 14 areas - primarily related to sourcing and labor.
Social business or social enterprise needs careful planning. This slide series was developed and presented for the Social Business Launch Pad seminars by William P. Kittredge, PhD. The Social Business Launch Pad is a joint education seminar series co-sponsored by the Yunus Center at AIT and the Thai Social Enterprise Office http://www.tseo.or.th/
Similar to Financial Planning and Analysis (FP&A) (20)
how to sell pi coins in South Korea profitably.DOT TECH
Yes. You can sell your pi network coins in South Korea or any other country, by finding a verified pi merchant
What is a verified pi merchant?
Since pi network is not launched yet on any exchange, the only way you can sell pi coins is by selling to a verified pi merchant, and this is because pi network is not launched yet on any exchange and no pre-sale or ico offerings Is done on pi.
Since there is no pre-sale, the only way exchanges can get pi is by buying from miners. So a pi merchant facilitates these transactions by acting as a bridge for both transactions.
How can i find a pi vendor/merchant?
Well for those who haven't traded with a pi merchant or who don't already have one. I will leave the telegram id of my personal pi merchant who i trade pi with.
Tele gram: @Pi_vendor_247
#pi #sell #nigeria #pinetwork #picoins #sellpi #Nigerian #tradepi #pinetworkcoins #sellmypi
2. Elemental Economics - Mineral demand.pdfNeal Brewster
After this second you should be able to: Explain the main determinants of demand for any mineral product, and their relative importance; recognise and explain how demand for any product is likely to change with economic activity; recognise and explain the roles of technology and relative prices in influencing demand; be able to explain the differences between the rates of growth of demand for different products.
how to sell pi coins effectively (from 50 - 100k pi)DOT TECH
Anywhere in the world, including Africa, America, and Europe, you can sell Pi Network Coins online and receive cash through online payment options.
Pi has not yet been launched on any exchange because we are currently using the confined Mainnet. The planned launch date for Pi is June 28, 2026.
Reselling to investors who want to hold until the mainnet launch in 2026 is currently the sole way to sell.
Consequently, right now. All you need to do is select the right pi network provider.
Who is a pi merchant?
An individual who buys coins from miners on the pi network and resells them to investors hoping to hang onto them until the mainnet is launched is known as a pi merchant.
debuts.
I'll provide you the Telegram username
@Pi_vendor_247
Financial Assets: Debit vs Equity Securities.pptxWrito-Finance
financial assets represent claim for future benefit or cash. Financial assets are formed by establishing contracts between participants. These financial assets are used for collection of huge amounts of money for business purposes.
Two major Types: Debt Securities and Equity Securities.
Debt Securities are Also known as fixed-income securities or instruments. The type of assets is formed by establishing contracts between investor and issuer of the asset.
• The first type of Debit securities is BONDS. Bonds are issued by corporations and government (both local and national government).
• The second important type of Debit security is NOTES. Apart from similarities associated with notes and bonds, notes have shorter term maturity.
• The 3rd important type of Debit security is TRESURY BILLS. These securities have short-term ranging from three months, six months, and one year. Issuer of such securities are governments.
• Above discussed debit securities are mostly issued by governments and corporations. CERTIFICATE OF DEPOSITS CDs are issued by Banks and Financial Institutions. Risk factor associated with CDs gets reduced when issued by reputable institutions or Banks.
Following are the risk attached with debt securities: Credit risk, interest rate risk and currency risk
There are no fixed maturity dates in such securities, and asset’s value is determined by company’s performance. There are two major types of equity securities: common stock and preferred stock.
Common Stock: These are simple equity securities and bear no complexities which the preferred stock bears. Holders of such securities or instrument have the voting rights when it comes to select the company’s board of director or the business decisions to be made.
Preferred Stock: Preferred stocks are sometime referred to as hybrid securities, because it contains elements of both debit security and equity security. Preferred stock confers ownership rights to security holder that is why it is equity instrument
<a href="https://www.writofinance.com/equity-securities-features-types-risk/" >Equity securities </a> as a whole is used for capital funding for companies. Companies have multiple expenses to cover. Potential growth of company is required in competitive market. So, these securities are used for capital generation, and then uses it for company’s growth.
Concluding remarks
Both are employed in business. Businesses are often established through debit securities, then what is the need for equity securities. Companies have to cover multiple expenses and expansion of business. They can also use equity instruments for repayment of debits. So, there are multiple uses for securities. As an investor, you need tools for analysis. Investment decisions are made by carefully analyzing the market. For better analysis of the stock market, investors often employ financial analysis of companies.
when will pi network coin be available on crypto exchange.DOT TECH
There is no set date for when Pi coins will enter the market.
However, the developers are working hard to get them released as soon as possible.
Once they are available, users will be able to exchange other cryptocurrencies for Pi coins on designated exchanges.
But for now the only way to sell your pi coins is through verified pi vendor.
Here is the telegram contact of my personal pi vendor
@Pi_vendor_247
BYD SWOT Analysis and In-Depth Insights 2024.pptxmikemetalprod
Indepth analysis of the BYD 2024
BYD (Build Your Dreams) is a Chinese automaker and battery manufacturer that has snowballed over the past two decades to become a significant player in electric vehicles and global clean energy technology.
This SWOT analysis examines BYD's strengths, weaknesses, opportunities, and threats as it competes in the fast-changing automotive and energy storage industries.
Founded in 1995 and headquartered in Shenzhen, BYD started as a battery company before expanding into automobiles in the early 2000s.
Initially manufacturing gasoline-powered vehicles, BYD focused on plug-in hybrid and fully electric vehicles, leveraging its expertise in battery technology.
Today, BYD is the world’s largest electric vehicle manufacturer, delivering over 1.2 million electric cars globally. The company also produces electric buses, trucks, forklifts, and rail transit.
On the energy side, BYD is a major supplier of rechargeable batteries for cell phones, laptops, electric vehicles, and energy storage systems.
5 Tips for Creating Standard Financial ReportsEasyReports
Well-crafted financial reports serve as vital tools for decision-making and transparency within an organization. By following the undermentioned tips, you can create standardized financial reports that effectively communicate your company's financial health and performance to stakeholders.
2. www.virtusmind.com
www.virtusmind.com 2
1 Key principles and main stakeholders. Build and maintain
relationships is keystone for FP&A.
BUILD RELATIONSHIPS
2 A continuous survey process and the virtuous cycle
promote the continuous organization improvements .
METHODOLOGY
3 Budget is key to price and get a competitive advantage
BUDGETING & PRICING
AGENDA
4 Areas for analysis and some KPI’s
Analysis
4. www.virtusmind.com
www.virtusmind.com
Company Culture
As in an organization the
work is interconnected,
respect deadlines and keep
commitment is very
important.
Keep your commitments
Taking/scheduling time to
learn what motivate and drive
the stakeholders to achieve
their goals.
Listen Actively!.
Understanding
Not only accept diverse people
and opinions but also welcome
them.
Diversity Is Vital For Innovation!
Welcoming Diversity
Treat One Another As Equals- also in
relationships in which individuals have different
level of seniority, colleagues should treat each
other equally.
Respect
Arrange face to face meeting
when possible to establish
and improve rapports. Visual
cues help commitment
Face To Face Meetings
Working together develops
solutions based on collective
insight, wisdom and creativity
Mentor - The growth of individual
employees benefits the whole
Being open and collaborative
KEY PRINCIPLES
4
7. www.virtusmind.com
www.virtusmind.com
Understand Analysis Assess Deliver
Data-based decision-making, an essential element of continuous quality
improvement, helps individuals and teams to assess the efficiency and
effectiveness of current processes.
CONTINUOUS SURVEY PROCESS
7
8. www.virtusmind.com
www.virtusmind.com 8
CONTINUOUS SURVEY PROCESS
• Understand: Goal is to accelerate the learning process to make effective contribution faster.
• Step 1: Perform an audit of the team, key processes and the performance of core initiatives.
• Step 2: Interview/meet the regional management team to learn the business and understand their needs.
• Step 3: Interview/meet the Functions managers to learn company’s process and procedures for each function and
understand needs.
• Analysis and Assess: Goal is to identify opportunities for short term and long term improvement.
• Step 1: make a gap analysis between current process and procedures and stakeholders/business expectations.
• Step 2: Assess the gaps with solutions agreed with the stakeholders to help the business in achieving its strategic aims.
• Step 3: Set up KPIs with the stakeholders according to the company strategy and objectives.
• Delivers: Goal is to deliver first class FP&A support that will have the biggest impact on performance.
• Budget
• Maintain cost and pricing models
• Monthly rolling forecast
• Biweekly / Monthly meeting with the operations and function management
• Variance analysis
• KPI analysis
• Deliver reports to support the ad-hoc
9. www.virtusmind.com
www.virtusmind.com
Business Goals,
Strategies, Risks
Analysis
Stakeholders
Engagement
Delivering Plan, Budget,
Forecast, Actual and
Variance Analysis to the
Business
Continuous
Improvements
Understand and keep focused on what
the business goals, strategies and risk
are.
Business Goals, Strategies and Risk
Make all the necessary analysis to help
the business in taking operational,
financial, and strategic informed
decisions in different aspects of the
business.
Analysis
Build-up and maintain relationship with
the stakeholders , understanding their
needs and establish long term
collaboration with them
Set-up regular meeting (biweekly–
monthly) to discuss Actual, Forecast,
Budget.
Drive a culture of cost consciousness
(On Budget, On Time, To
Specifications).
Stakeholders Engagement
Lessons learned and incremental
improvements in order to improve
efficiency and quality to this process
and ultimately to the business .
Continuous Improvements
Provide the business with most realistic
Budget and forecast, challenge the status
quo, help the business to achieve strategic
goals.
Deliver Plan, Budget, Forecast, etc.
VIRTUOUS CYCLE
9
10. www.virtusmind.com
www.virtusmind.com
10
• Budgeting Cycle
• Product Line Master Budget (Helicopter View)
• Product Line Master Budget
• Pricing For Product Line
• Direct / Indirect Labor Rate
• Two Ways Interaction
• Consolidated Budget
CONTENTS
BUDGETING & PRICING
11. www.virtusmind.com
www.virtusmind.com
Sales Forecast
Resources
Required
Sales
MarketingG&A
Challenge
Sales forecasting can play a major role
in company’s success. From Budgeted
Sales the business may derivate all the
main cost drivers and resources
utilization which are fundamental for
Pricing.
1. Sales Forecast
Identify all the “Direct” and “Indirect”
resources required to meet the “Sales
Forecast”. This imply also utilization of
internal resources such as labor.
2. Resources Required
Understand and evaluate all Sales and
Marketing costs for each product line
and evaluate how those costs are
leveraging the product line sales.
3. Sales & Marketing Costs Associated
Challenge Costs by pushing to increase
Production and Administrative
Efficiencies.
By Improving Efficiency are we more
Competitive and therefore can we
increase our sales?
5. Challenge
Improve Resources Utilization Efficiency
Understand and evaluate all generic and
administrative costs related to each
product line and evaluate how the
contribute to the product value chain.
4. G&A Costs Associated
BUDGETING CYCLE
11
14. www.virtusmind.com
www.virtusmind.com
Sales of Services or Goods
(Expected Quantity – Cost Drivers )
PRICING FOR PRODUCT LINE
Direct Material
Cost Per Unit
Direct Labor Costs
Per Unit Budget
Direct Cost Per
Unit ()
Associated G&A /
Overhead
Budget
Associated
Marketing and
Sale Costs Budget
Associated
Financial Costs
Budget
Number Of Units
Indirect Cost Per
Unit ()
+= Breakeven Price Per Unit
++Mark-Up*= Final Price Per Unit
*Strategic Choice
15. www.virtusmind.com
www.virtusmind.com
DIRECT / INDIRECT LABOR RATE
* Number of days(hours) an employee is expected to work in a Year. Usually is calculated by starting from the
number of days in a year (365) less weekends, less contractual annual leaves, less bank holidays / public holidays.
** Average sick leave, average maternity / paternity leave, other leave in the organization.
*** Contract Days (Hours) less expected inefficiency due to period of inactivity, average sick leave,
average maternity / paternity leave, other leave in the organization.
Full
Utilization
Indirect
Labor Rates
Direct Labor
Rates
Expected Utilization
(Expected
Inefficiency build In)
19. www.virtusmind.com
www.virtusmind.com
Budget Vs Actual – Budget vs Forecast – Forecast vs Actual –
Forecast vs Prior Forecast
• Sales
• COS
• Base Margin
• Mark-Up
• Standard Costs
• Operating Profit
• Net Profit Margin
• Selling & Marketing Expenses
• Financial Costs
• General and Administrative
• Break Even
• Accruals
Budget Vs Actual – Budget vs Forecast – Forecast vs Actual –
Forecast vs Prior Forecast
• Inventory Turnover
• Inventory days
• Quick Ratios
• Receivable Collection Period
• Receivable Aging
• Payable payment Period
• Payable Aging
• Current Ratio
• Accruals
MAIN AREAS FOR ANALYSIS
Income Statement Statement Of Financial Position
20. www.virtusmind.com
www.virtusmind.com
• Target Base Margin
• Target Mark-Up
• Target Operating Profit
• Target Net Profit Margin
• Target Cost Savings
• Target Inventory Turnover
• Target Inventory days
• Target Receivable Collection Period
• Target Receivable Aging
• Target Payable payment Period
• Target Payable Aging
• Target Current Ratio
• Target Quick Ratio
• Target ROACE
• Target ROE
• Target ROI
Efficiency Effectiveness
Output / Input
(Do Things Well)
Results / Objectives
(Do Things Right)
• Labor Utilization
• Machinery & Equipment
Utilization
• Financial Resource
Utilization
• Actual Sales / Target Sales
• Actual Costs / Target Costs
• Sales & Marketing Expenses
/ Actual Sales
SOME KPI’s
From Financial Statements Examples of Efficiency and Effectiveness