Consulting services in: Strategy, Integral Business Management (BSC), Finance, Accounting and Tax, Industrial Controlling, Project Management and Lean Manufacturing.

1. Consulting services in: Strategy, Integral Business
Management (Balanced Scorecard), Finance, Accounting
and Tax, Industrial Controlling, Project Management and
Lean Manufacturing.
www.smb-finance.com
Oriol Bozzo - Economist
 Degree in Administration and Business
Management.
 Graduate in Business Sciences
 Specialist in International Trade by the EU
 Mobile: 650,766,834
 Email: obozzo@smb-finance.com
 0871 - Artés (Barcelona)
 https://es.linkedin.com/in/oriolbozzo

2. Based on:
 The academic knowledge and in its practical translation in companies.
 The experience of our employees and partners in multinational
companies from various sectors.
 In the top "If you can't measure it, you can't manage it".
The use of the office package with
PowerPivot and their adaptation to
the customer's ERP as an extension,
importing data with:
Excel, txt.
Connection through relational
databases.
SQL Server, Microsoft Access, Oracle,
Teradata, Sybase, Informix, IBM DB,
OLEDB, ODBC,
 The usage of “Business Intelligence” tools:

3. Why SMB-FINANCE is different.?.
Our services and the methodologies in which they are based have the goal to:
 To have a "partner" in the construction of competitive advantages.
 To reduce the structure, increase flexibility and productivity.
 To have more time for your "Core business".
 Reassurance: We do the calculations and we help you to interpret them.
 Proximity, dedication, custom work
 Provide support during the process of Strategic Management.
 Global vision and integral business management through the Balanced
Scorecard (BSC).
 Provide BI tools adapted to SMBs in terms of complexity and cost.
 To increase the efficiency in the financial management:
 Automation of calculations. Shortest processing time and increased time for
analysis, an essential aspect for making strategic and operational decisions.
 Improve the quantity and quality of information:
 More areas covered. More output (reports, graphs, figures, performance
indicators, etc.).
What does this represent to you?:

4. and... why it is so important to have a global vision and an integral
and balanced business management system?
Currently, the old business management style based almost entirely on
financial measurement it is not enough!. Some of the reasons could be....
 The increasing competitiveness in a global market has increased the
complexity of the business management, management that requires a
systematic analysis of a much larger amount of information and data. This
requires a different approach!.
 The intangible assets or intellectual capital have become a key factor in
order to generate sustainable competitive advantages that are essential to
ensure the company’s survival at short-term, the success at a middle-
term and the prosperity at a long-term.
In order to manage them it is necessary
to use new models of management, all
under the premise “if you can’t
measure it, you can’t manage it”.
At SMB-FINANCE we
propose you:

5.  Strategic consulting
 Strategic Business Plans
 Viability and restructuring plans
 Annual Business Plans
 SWOT Analysis
 Global business consultancy. Balanced Scorecard
 BSC project management implementation
 BSC - Overall company performance
 BSC - Finance perspective
 BSC - Customer perspective
 BSC - Internal perspective
 BSC - Learning & growth perspective
 Financial consultancy. Financial management outsourcing
 Financial accounting: Statutory financial statements. (IFRS)
 Management accounting: Corporate internal financial statements
 Management accounting: Business operational management
 Financial Planning: Budgets, financial projections, sensitive & scenario analysis
 Economic and financial valuation
 Financial reporting
 Start ups financial consultancy
 Financial reporting and presentations to related stakeholders
 Business Planning and Consolidation (BPC) reporting
 Finance & Accounting IT consultancy. Tax consultancy
 Finance & Accounting IT systems design for SMBs
 Accounting & tax consultancy
 Industrial controlling consultancy
 Project management consultancy
 Lean manufacturing consultancy

6. Involving collaborate in:
 Design, review and modify strategies when necessary.
 Manage intangible assets: Organizational culture, organizational and technical skills,
personal involvement, intellectual property, know-how, innovation processes and
continuous improvement ...
 Improve the strengths and minimize the weaknesses through the SWOT analysis.
 Provide a comprehensive management system that can control the development of
strategies: (CMI / BSC).
 Optimize financial control, management control and industrial control.
 Carry out a proper project management.
 Avoid waste. Lean manufacturing.
With the aim of:
 Provide leadership, unity and purpose.
 Increase the value of intangible assets.
 Improve the productivity of internal processes
(operational excellence).
 Create sustained competitive advantages.
 Improve local and international competitiveness.
 Meet and exceed customer expectations.
 Improve financial performance.
 Maximize shareholder value.

7. At SMB-FINANCE we help you to:
 Align the mission, vision, goals and strategy levels.
 Identify all critical activities that should be contemplated in the strategy.
 Provide direction, purpose and sense of unity, that is, direction at long-term basis.
 Adjust the company to its environment.
 Maximize tangible and intangible resources.
With the aim of:
 Create new business opportunities.
 Working for innovation, continuous
improvement and operational excellence.
 Achieve future competitive advantage.
 Continuously satisfy customers.
 Improve financial return.
 Maximizing shareholder value.
That is to say:
 Consolidate the success in the medium term and lay the
foundations for long-term prosperity

8. 1 - STRATEGIC ANALYSIS: Strategic analysis consists of:
 Defining the mission and strategic goals: Interviews with management and other
personnel of the company.
 Internal Analysis: Collection, analysis and preparation of the company’s financial
information: strategic plans, business plans, financial statements, budgets, operational
plans, marketing plans ...
 External Analysis: Collection and analysis of data related to the industry, market and
environment in general.
 Preliminary Financial Report: Dynamic comparative analysis, diagnosis and
recommendations. Diagnosis based on SWOT approach : strengths, weaknesses,
opportunities and threats.
2- FORMULATION AND REVIEW OF STRATEGIES.
 Design of strategic options: Includes financial analysis of scenarios (each option) and
an assessment of potential future business of the company for each of these
scenarios.
 Strategy selection: Selection and / or review of corporate or business strategy.
 Strategy Implementation: Implementation through the Balanced Scorecard (BSC /
BSC). The strategic map translates the mission and vision into strategic themes and
measurable objectives. Definition of the appropriate metrics for the company: financial
performance indicators (KPIs) and operational drivers.
 Strategic control: Definition of the implementation plan of the
strategic programs and action plans.

9. And also:
 Define functional objectives in line with the corporate strategy and corporate and
business strategy.
 Select the metrics that best suit your business and monitor their individual progress
and contribution to the company's results.

10. I
n
c
r
e
a
s
e
R
e
d
u
c
c
e
OPPORTUNITIESSTRENGTHS:
THREATSWEAKNESSES
Negative elements of the
environment that reduce
the market appeal.
Positive elements of the
environment that increase
market appeal.
The competitive advantages of the
company. They are a key factor for
the development of the strategy.
All what the
company is missing
or the company
could do better and
that represents a
competitive
disadvantage.

11. If so that is necessary, we help you to reorganize one or more structures of the
company with the aim of making it profitable or to put it back on the road.
Using planning and analytical techniques, will help you determine what is
wrong and to we help you to design the best possible way to return the
company to solvency. This may include some of the following:
Analysis stage
 A strategic review.
 A SWOT analysis.
 A financial analysis.
 A industrial controlling review.
Action Plans
 Long-term Strategic Plan.
 Restructuring plan in the medium term.
 Annual business plan.

12. At SMB-FINANCE we help you create your Business Plan.
This document is the roadmap for
executive and operational
management of a company for
the next year.
In large companies, this
depends on the Strategic Plan.
 Its main objective is to
develop corporate strategies
across different functional
areas, establishing
operational and tactical
programs and action plans.

13. BSC project management. Overall company performance.
Financial, Customer and Learning & Growth performances.

14. “To achieve our
vision, how
should we appear
to our
customers?"
CUSTOMERS
"To succeed
financially, how
should we appear
to our
shareholders?"
FINANCIAL
"To achieve our
vision, how will
we sustain our
ability to change
and improve?"
LEARNING AND GROWTH
“To satisfy our
shareholders and
customers, what
business
processes must
we excel at?"
INTERNAL BUSINESS
PROCESSES

15. The Balanced Scorecard (BSC / CMI) is a powerful tool for managing and
implementing the strategy designed by Robert Kaplan and David Norton
and widely used by large companies.
 BSC translates the mission and strategy of the
company into objectives and performance indicators
through a balanced set of perspectives: The financial,
customer, internal and learning and growth perspectives.
 KPI's Financial & Operational Drivers: The BSC Includes
indicators that respond to the strategy and desired results
(KPI-outputs), as well as indicators of processes that will
drive the above results at the medium and long term, also
known as inducers of performance (KPI -drivers).
 The Balanced Scorecard complements the financial
performance indicators with measures of the business drivers
of future performance which, by their nature, are used as
advanced information regarding the implementation of the
strategy, the results and key objectives.

16. Clarifies and transmits the
vision, objectives and
strategy.
- BSC transmits the vision, main
objectives and strategies.
- Brings unit of purpose
- Gains consensus.
- BSC is a team project
Business planning:
- Balances objectives.
- Aligns objectives, strategies,
strategic initiatives & milestones.
- Allocates resources.
- Monitors progress.
Education and strategic
feedback:
- Articulates a shared vision &
gives appropriated training.
- Supplies strategic feedback.
- Facilitates strategic review and
learning.
Sets an effective
communication system:
- Communicates & educates.
- BSC as a double way
multilevel communication and
information system.
- Links rewards to performance
measures.
BALANCED
SCORECARD

17. Project Management
Data
analysis
Team
definition
Definition
of strategic
objectives
Definition
of strategic
map
Definition of
strategic
programs
Management
Control
Defining
objectives, KPIs
and business
drivers
Implement
ation Plan
a) Leadership team
(senior management).
b) Central Team
(Intermediate management)
c) Mediation team
(qualified staff)
a) Definition of objectives.
b) Define KPI, property, frequency of
review.
c) Set the type of calculation and the
related report.
d) Allocation of resources.
e) Measures Synthesis: Synthesis of
attributes associated with each measure.
f) Checking the balance between
performance indicators (KPIs) and
operational business drivers (drivers).
a) Name of the program.
b) Responsibility program and sponsors.
c) Resources allocated to the program.
d) Benefits of the program and expected
impact on strategic objectives.
e) Set the weight of the program, the
range and the individual and total score.
f) Verification of objectivity and fairness
with senior management.
g) Testing programs versus strategic
objectives: Any strategic objective
without a program.

18. FINANCIAL P.
CUSTOMER P.
INTERNAL P.
LEARNING AND GROWTH P.

19. Statutory and Corporate Financial Statements, Business operational
management, Economic and financial valuations. Budgeting and
sensitive & scenario analysis, etc.

20. At SMB-FINANCE we provide emission and analytical services of the complete set of
statutory financial statements in accordance with the Spanish General Accounting Plan and
IAS / IFRS.
 Balance sheet.
 Income statement.
 State of origin and application of funds.
 Statement of cash flow
 Statement of changes in equity
 Statement of changes in financial position.
The statutory financial statements focus on past
performance and are of interest:
 The General Manager (CEO)
 The Chief Financial Officer (CFO)
 The executive committee (totally or partially).
 The shareholders
 External interest groups.
They provide an overview of the financial health of the company. The information contained should
provide the basis for current and future decisions.
Are used by management and external
interest groups in order to know:
 The economic and financial
situation.
 The results and their evolution in
absolute and relative terms.
 The company's performance in
different areas during the current
year.
 Etc.
Source: The Financial Accounting. The Spanish Gaap. International accounting standards (IFRS)

21. At SMB-FINANCE we provide emission and analytical services of corporate financial
statements.
Corporate interest in the financial statements:
 The group headquarters.
 The General Manager (CEO).
 The Chief Financial Officer (CFO).
 The executive committee in whole or in part.
 Shareholders (sometimes).
Are used by management in order to know:
 The performance of the company (P&L).
 The strength and financial position (BS: Assets
vs Liabilities + Equity); Capital used vs
Funding.
 Internal information of interest such as product
lines, markets or any report based on cost
breakdown, cost centers or projects to give
some examples.
They are specific to each company and usually confidential. They have a focus on the projection
data to help internal management and decision-making. Include information on the past performance
along with forecasted data..
 Balance Sheet (Assets vs Liabilities + Equity)
 Balance Sheet (Capital used vs Funding)
 Net Financial Position.
 Analytical Profit and Loss Account : comparative periods
for product lines.
 Reports and sales statistics.
 Budgets, financial projections, comparative analysis,
sensitivity and scenarios analysis.
 Feasibility studies. Evaluation projects.
 Reports of mergers and consolidations,
 Etc ...
Source: Financial Accounting, Controlling industrial ERP information, statistics, etc.

22. Financial Planning: budgets, projections, sensitivity and scenarios analysis.
Economic and financial valuation of companies
The Financial Planning consists of:
 Long-term Financial Planning:
Capital investments.
 Short-term Financial Planning:
Annual budgets.
 Scenario analysis.
 Sensitivity analyzes.
Economic and financial evaluation:
Main methods:
 Cash Flow: Discounted cash flows.
 Balance Sheet: Static methods based on
accounting information (equity).
 Income Statement: Evaluation of
information from stock market: multiple
method.
 Mixed valuation methods (goodwill).
 Value creation.
 Business valuation with real options:
PESSIMISTIC SCENARIO
MODERATE SCENARIO
OPTIMISTIC SCENARIO

23. Description: Key internal process in the areas of engineering, production and finance. Sets the
standard cost based on the cost accounting ABC approach (Activity Based Cost)
 Controls internal processes and provides key information about the production / service regarding
capacity, costs, productivity, waste, etc.
Specific: It has to be adapted to the uniqueness of the company and its production process
 Detects variations between actual costs versus standards costs and helps to reduce them.
At SMB-FINANCE we can help you establish or
review your industrial controlling system and
determine your costing breakdown based on :
 "Bill of materials (BOM)": Hierarchical
description of the product by components and
raw materials.
 Route of the process: Description of the
phases and operations for which the product
has to pass. Estimated cost hour / machine.
 Allocation of fixed costs: Methodology for
allocating fixed costs to individual products.
 P&L by product line/business
Utility:
 P&L by product-customer or customer-product:
 Cost analysis by production orders:
 Industrial Budget
 Etc..

24. Project management is the process of planning, organizing and control of resources
under the company's internal procedures
 Project management pursues the achievement of specific objectives, which by their
nature and complexity must be managed differently to usual processes.
 The project management performs a planning of the major initiatives, allocates
resources and coordinates interdependent initiatives, all in order to maximize
resources and improve efficiency.
 The project management provides direction and purpose. It is done to solve or
minimize financial and / or temporal constraints, planning the sequence of all
activities and evaluating the use of resources, all in order to get a first impression
of the overall project timeline and cost.
At SMB-FINANCE we offer consulting
services in project management and
outsourcing of project management to our
existing customers, all related to our
areas of expertise.

25. JUST IN TIME
 Continuous flow.
Manufacturing cadence.
"Takt time"
 Pull Production.
 Production by cells
 Standardization.
 Reduction of the set up
time.
 Inventory control
 Multidisciplinary work.
JIDOKA
 Visual control.
 5 S.
 Answer abnormalities.
 Failsafe systems
(Poke-Yoke).
 Ergonomics.
 Automation.
 TPM (Total Production
Management)
STANDARDIZED AND BALANCED PRODUCTION
CUSTOMER SATISFACTION
BUSINESS SUCCESS
Control made by all
employees at all stages of
the production chain in
order to avoid waste.
System to produce and deliver
the right product, at the right
time, in the right amounts.
Respect for
workers
Teamwork
Empowerment
Multidisciplinary
training
Cooperation along
the value chain
Relations with
suppliers

26. INVENT
ORIES
I
DEFECTS
D
MOVEMENTS
M OVER
PRODUCING
/ UNDER
PRODUCING
P
WAITING
W
TRANSPORT
T
OVER PROCESSING
O P
Any waiting between
process stages
Add more value to a
product or service that
customers are not
willing to pay
Make more that what was
requested by the customer, or
make it before it was requested:
Unnecessary
movement of people
and materials
Any aspect of the
product or
service that does
not meet
customer
specifications
Waste-related to
the excess of
inventory or
obsolete
inventory:
Movements
between work
areas or offices
that do not add
value to the
product or
service
THE MAIN TYPES OF WASTE TO ELIMINATE

27. PROCESS
P
 Improve the
quality and
efficiency of
processes.
 Increased
productivity
TIME
T
 Shorter maturity,
manufacturing and
delivery time
RESOURCES
R
Rationalize the use of company
resources.
 Reducing the workspace.
 Reduced inventories
COSTS
C
 Waste
reduction.
 Improved unit
cost
QUALITY
Q
 Increase the quality of
products or services
CUSTOMER
C
 Products
tailored to
customer
specifications.
 Increased
satisfaction.
PROFITABILITY
R
 Reduction in
Working Capital
 Increased Cash
Flow.
 Increased
Profitability
THE MAIN BENEFITS

28. The information can be
presented in many ways
but it should be of
quality, relevant and in a
format adapted to each
context.
At SMB-FINANCE we
help you prepare
presentations to
external interest
groups in Catalan,
Spanish and English.

29. For more information we invite you to enter our website:
www.smb-finance.com
https://prezi.com/-wa3xhkdx4oq/smb-financecom-presentation/
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website you will have access to a much larger set of examples
related to this presentation and exposed material.
If you have any question, please do not hesitate to contact us.
THANKS FOR YOUR ATTENTION AND SEE YOU SOON!
Oriol Bozzo - Economist
 Degree in Administration and Business
Management.
 Graduate in Business Sciences
 Specialist in International Trade by the EU
 Mobile: 650,766,834
 Email: obozzo@smb-finance.com
 0871 - Artés (Barcelona)
 https://es.linkedin.com/in/oriolbozzo