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BUSINESS FINANCE FOR EVERYONE Service

BUSINESS FINANCE FOR EVERYONE Service. ”Invite people to think like business owners…. … so they can base their future decisions on sound business thinking.”. The purpose. To develop business acumen: To create a common frame of reference To explore and discover the key value drivers

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BUSINESS FINANCE FOR EVERYONE Service

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  1. BUSINESS FINANCE FOR EVERYONE Service

  2. ”Invite people to think like business owners… … so they can base their future decisions on sound business thinking.”

  3. The purpose To develop business acumen: • To create a common frame of reference • To explore and discover the key value drivers • To realize the potential for improvements

  4. The seminar in a nutshell General information • Target groups • Middle and first line managers as well as co-workers. • Time • 6 to 8 hours. • Number of participants • Virtually unlimited. Typical seminar: 20-24 participants (5-6 teams) • Simulation • Board based • Facilitation • Trainers certified by Celemi

  5. The seminar at a glance – the flow • Opening – setting the scene Your own organization: • What are we up against? • The Service simulation Scenario: • ”From mediocrity to excellence in 3 years” • Next steps – the way forward Back to your own real world: • What is our potential for improvements? • What can we do to tap them?

  6. This is how business finance comes to life The model company’s finances are represented by value markers and value carriers which allow the teams to imitate the circulation of capital during the financial year.

  7. This is how business finance comes to life

  8. M Profit Contribution Utilization 90% The scenario Year 1: Focus on use of resources – reducing working capital and improving utilization of staff • Reduce inventory; turn ”unproductive capital” to cash • Improve utilization of staff; better procedures for forecasting and planning Something to ponder The truth is that even small improvements often have a huge impact on the bottom line. Utilization + 10% Profit + 100%

  9. The scenario Year 2: More demanding customers – a threat and an opportunity Plan of action, three strategic initiatives: • Expand the product portfolio • Make delivery more efficient • Create awareness among targeted customers

  10. The scenario Year 2: Focus on cash “Profit is an opinion. Cash flow is fact.”

  11. The value according to the Balance Sheet The ability to make profit in the coming years Focus area The scenario Year 3: Focus on the customer base – creating long-term value for all stakeholders

  12. The next steps activity The way forward Link to own area of responsibility: • Identify the potential for improvements. • How would tapping this potential affect your profitability? • Determine how the improvements may affect the bottom line. • What could be done to tap the potential? The main purpose of this activity is to secure that the learning gained results in sustained and useful knowledge!

  13. The next steps activity

  14. All in all • Through the simulation participants learn how: • Daily decisions impact the company strategically and financially. • Small changes in operations can significantly improve bottom line results. • Their business generates profits today – and how it will need to generate profits in the future. …This will pave the way for sound future business decisions. ” Celemi Apples & Oranges successfully supports our efforts to establish a value oriented culture among all employees. That’s what will make the difference in performance in the marketplace.” –Michael Kutschenreuter, CFO, Siemens Business Services

  15. Concepts in the simulation • Business finance • KPI´s • Balance sheet • Profit and loss statement • Cash flow • Working capital • Value drivers • Utilization of staff • Delivery efficiency • Multi skilling • Tangible and intangible assets • Market value

  16. The guiding principles behind “You cannot simply absorb other people´s knowledge… …you must create your own.”

  17. Client references - examples >55 000 employees >32 000 employees >30 000 employees >12 000 employees >3 000 employees “Pursuing the Value Management programme has saved the Group around €1 billion in costs... We could not have accomplished this without Celemi Apples & Oranges.” – Jürgen Hambrecht, CEO, BASF

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