11-《财务必须掌握的_高水平的数据分析》-上海11月11-.docx

老客户你好，请转给相关部门同事。报名/咨询请务必发送邮件到Pleasetransfer this to the colleagues of relevant departments. For Registration / Consulting, please be sure to send mails 温馨提示：中仕企业学院联合十几位业内人士，发起成立了一个同行人脉平台“中仕会”（微信公众号：zhongshihui100）,将在北京、上海、深圳、广州每月组织多场圆桌研讨会、经验分享沙龙，欢迎关注中仕会的微信公众平台获取最新信息。如你有意愿做工作经验分享的讲师（培训行业讲师日收入1万5万不等），或咨询师（项目收入1015万/项目），请随时回复邮件，我们诚挚地欢迎你做发言嘉宾，帮你接触业内圈子和大量资源。财务人员必须掌握的-高水平的数据分析与报告Make Excellent Finance Analysis Report杨老师 Mr. Yang 讲师曾任职大型外企GM、亚太区HRD、人力资源总监，分享最实用的分析思路和模板。Had ever serviced in world famous overseas-invested enterprise, Asia Pacific HRD/CHO, will share experienced and valuable analysis ideas and template 请学员自带笔记本电脑来会场，现场老师会把几十年资深经验总结的分析模型进行操作演示，并U盘拷给您，听完培训回去立即就能应用到自身工作中Please take computer to conference hall, as analysis model summarized by valuable experienced work will be shared through operational demonstration on site, and can easily be transferred by U disk. Moreover, work performance will be promoted after training asap. 上海2014年11月11-12日（周二-周三）ShanghaiNovember. 11-12, 2014 (Tue-Wed) 深圳2014年12月11-12日（周二-周三）ShenzhenNovember. 11-12, 2014 (Tue-Wed)中仕企业学院近期的其他课程：（您可回复邮件，我将该项目完整资料立即发给您）王牌课程： HR如何用数据和老板、各业务部门对话-大数据时代HR的必修课-上海11月25-26日，北京12月2-3日财务必须掌握的-高水平的数据分析-上海11月11-12日，深圳12月11-12日企业流程改善与标准化建立提升企业效率的工具-上海：11月11-12日，北京12月11-12日薪酬绩效类：以激励为核心的薪酬管理-上海10月22日，北京10月15日，深圳10月29日税务类： 2014年外籍人士、企业高管个人所得税政策及风险防范-上海10月21日，北京10月31日财税人员必须掌握的100个涉税问题-上海11月4-5日，北京10月28-29日财务类： 财务如何做Business Partner？透过财务报表分析，实现部门无边界沟通-上海10月16-17日心理学类： 全面解读心理咨询技术在HR工作中的应用-上海11月4-5日 高效方法，让我们快速做到用数据说话。2222222222222222222222222222222222222222222222222222222222222222222222222222222222222222222222222222222劳动关系类：破解员工工伤及社保管理中的疑难杂症-上海10月31号，北京10月28日 聚焦“三期”、“病假”、“年休假”合规管理实务-上海10月30日，北京10月23日，深圳10月17日离职纠纷处理、离职面谈与情绪控制-上海11月12日，北京11月19日商务技能类：Excel在人力资源管理中的高效运用-上海11月7日，北京11月11日Background财务分析的意义通过财务可以透视企业的一切经营活动：The meaning of financial analysiscan examine all the business activities of enterprises by finance:企业所有活动的目标和终结点是财务，因而，通过财务分析可以看出企业存在的几乎所有问题。All activities objectives and end points of enterprises are finance, thus, almost all the problems of enterprises can be seen through financial analysis.1. 财务分析是反映企业管理、经营、决策能力的重要方面！ Financial analysis is the important aspect that reflects the business management, operation, decision-making capacity!2. 通过财务分析可以解析、透视企业的几乎一切经营活动！ Almost all the business activities can be analyzed and examined through financial analysis!3. 财务分析是销售、生产、经营、发展、战略等决策的依据！ Financial analysis is the basis of sales, production, management, development, strategy and other decision-makings!4. 财务分析也是制订下期计划、预算，有效管理的重要方式手段！ Financial analysis is also the important way of making the next plan, budget and effective management!必须依赖一个完整的、现代化的、成功的财务分析体系！用数据管理公司Must rely on a complete, modern and successful financial analysis system! Use the data to manage company1. 战略需要数字作依据 Strategies need data as basis2. 细节需要数字作说明 Details need data to explain3. 经营需要数据作评估 Operation needs data to evaluate4. 管理需要数据作指南 Management needs data as guide企业在财务分析方面通常存在的核心问题：Enterprises usual core problems in financial analysis:1. 企业各层管理人员尤其是高层领导对财务分析的作用认识不够，分析的目的不明确。没有真正把财务管理与分析工作当做企业管理的重要手段，没有认识到财务分析是企业经营管理的重要方法； Enterprises management personnel in every level especially the senior leadership is not enough understanding the function of financial analysis, the analysis purpose is not clear. They dont really make the financial management and analysis as the important way of business management, dont recognize that financial analysis is the important way of enterprise operation management;2. 财务分析技术不够。缺乏逻辑，不够全面，主次不分明； Financial analysis skills are not enough. Lack of logic, not comprehensive, primary and secondary are not clear;3. 只是纯粹的财务数据，没有很好的与业务结合的业务数据，如：销售分析、采购分析，这样对企业的业务发展和整体经营分析起不到多大作用； Just purely financial data, are not well combined with business data, such as: sales analysis, purchase analysis, these will not do much for business development and overall management analysis;4. 分析频率不够，时间太久，有的甚至半年、一年没有一次完整的财务分析； The frequency of analysis is not enough, the time is too long, some even half a year, there is not a complete financial analysis in a year;5. 财务人员与领导和其它管理者的沟通不够，高层领导不是完全理解财务分析报告的内容，财务分析很难对公司的运营起到指导与战略作用。 The communication of financial staff with leadership and other managers is not enough, senior leadership is not fully understand the content of financial analysis report, the financial analysis is difficult to play a guiding and strategic role for the companys operationsTarget Audience财务总监、财务经理、会计主管、管理会计、财务部所有跟数据分析工作相关的同事Financial director, accountant supervisor, management accountant, all the relevant data analysis staff in financial department希望懂得如何数据分析的各部门主管，尤其是销售部管理人员、市场部管理人员Department heads who want to know how to analyze the data, especially sales managers and marketing managersCourse Outline第一部分：从财务报表看企业经营质量See the quality of business from the financial statements 资产负债表 Balance sheet 现金流量表 Cash flow statement 利润表 Income statement企业如何营造持续性的赢利结构How to create a sustainable profit structure for enterprises 案例1：直观的量本利分析 Case 1: Intuitive analysis of the amount of principal and interest 案例2：单店营运预测 Case 2: Single-store operation forecast从股东的角度进行决策Make decisions from the perspective of shareholders 案例3：投资回报模型 Case 3: Model of return on investment第二部分：基于财务数据的市场分析Market analysis based on financial data客户分析Customer Analysis 案例4：客户分析-真正有价值的客户在哪里？ Case 4: Customer Analysis where are the truly valuable customers？新品上市的数据跟踪New listing data tracking 案例5：新产品上市分析 Case 5: Analysis of new products销量趋势分析Sales trend analysis 客户数趋势分析 Analysis of the number of customers trend 客户开发质量分析 Analysis of customers development quality 品类分析 Analysis of category 区域分布分析 Analysis of regional distribution面向竞争的市场分析与管理Marketing analysis and management of competitions 案例6：产品分析策略-矩阵分析 Case 6: Product analysis strategy - matrix analysis竞争对手的价格策略分析Analysis of competitors pricing strategies 案例7：产品价格分析 Case 7: Product price analysis如何利用财务数据进行市场决策How to use financial data to make market decisions 如何定价 how to set a price 如何确定年度产品投入策略 how to determine the annual product investment strategy 如何确定客户投入策略 how to determine customer investment strategy 如何确定渠道投入策略 how to determine the channel investment strategy 如何确定区域投入策略 how to determine the areainvestment strategies 如何制定年度营销预算 how to make the annual marketing budget 如何制定有效的销售人员考核指标 how to make effective performance evaluation indicators of sales personnel第三部分：基于财务数据的销售运营分析Sales operations analysis based on financial data营销和财务部门的共同目标和分歧he common goals and differences of marketing and finance departments 共同目标：收入和利润最大化，成本最低化 Thecommon goal : Maximization of revenue and profit, minimization of cost 分歧：长期和短期要求，客户满意提升和成本降低，标准产品和个性化产品 The differences:Long-term and short-term requirements, customer satisfaction enhancing and cost reduction, standard products and customized products从财务角度看营销业绩质量Seethe quality of marketing performance from a financial point of view 销售利润率 Profit ratio of sales 毛利率 Gross profit ratio 存货周转率 Inventory turnover 应收帐款周转率 Accounts receivable turnover 现金流量 Cash flow 成本结构 Cost structure财务部门需要提供哪些数据What are the data that financial department should provide 客户贡献率和增长率 The customer contribution rate and the growth rate 产品贡献率和增长率 The product contribution rate and growth rate 定价和需求关系 Pricing and demand relationship 产品的边际成本效应 The marginal cost effect of products 区域市场的销售记录 The regional market sales record如何进行销售数据分析How to analyze the sales data 产品表现 The product performance 区域表现 The regional performance 客户表现 Thecustomer performance 渠道表现 The channel performance 销售人员表现 The sales staff performance 市场份额 The market share 各类增长率 All kinds of growthrate 各类贡献率 All kinds of contribution rate商品库存与采购分析Merchandise inventory and purchase analysis 案例8：销售库存分析（哪些产品采购多了，哪些产品会断货？）Case 8: Sales of inventory analysis (which products are purchased more, what products will be out of stock?)用直观的图表激活您的销售团队Activate your sales team with intuitive charts 案例9：销售行为分析模型 Case 9: Sales behavior analysis model零售门店的运营数据挖掘Retail stores operating data mining 案例10：零售行业数据分析 Case 10: Data analysis of retail industry 客户消费习惯 Customer spending habits 通道利用效率 Channel utilization efficiency 客流峰值分析 Passenger flow peak analysis 商品比例分析 Proportion of goods analysis销量预测Sales forecast 案例11：销量预测-数据分析加上经验调整 Case 11: Sales forecast - Data analysis plus experience adjustments订单履行记录中的客户服务质量分析Customer service quality analysis in order fulfillment record 案例12：订单发出到客户签收的全过程跟踪Case 12: The whole process tracking from the order issued to the customer to sign第四部分：基于财务数据的采购和生产控制分析Procurement and production control analysis based on financial data生产分析Production analysis 案例13：是生产损耗的问题还是采购成本的问题？ Case 13: Is it the problem of production loss or the problem of purchase cost?采购控制Purchasing control 案例14：你的大供应商是谁？大宗物品涨价的影响会打击你多深？应付账款余额是否合理？下月我还要 准备多少现金？Case 14: Who are your big suppliers? How deep will the influence of commodities prices increasing hit you? Is the payable balance reasonable? How much cash do I have to prepare next month?质量分析Quality analysis 案例15：质量趋势质量纪录中的问题 Case 15: Quality trends the problems in quality records第五部分：基于财务数据的人力资源管理分析Human resource management analysis based on financial data薪资预算和薪酬管理Salary budget and management 案例16：从工资奖金表中得出的信息 Case 16: The information obtained from the salary and bonus table 案例17：年度薪资预算方案模型制定 Case 17: Annual salary budget model making人力资源结构分析Human resources structure analysis 案例18：公司员工结构多纬度分析 Case 18: Enterprise employees structure analysis from more latitude第六部分:完整的财务分析模板A complete financial analysis template赢利能力分析Profitability analysis人员分析Staff analysis直营系统分析Direct sales systems analysis经销渠道分析Distribution channels analysis产品分析Product analysisIntroduction of Trainer杨老师杨先生有着多年海外生活工作经验和近二十年企业高管实战经验。其毕业于上海师范大学理论物理系专业，并在上海交通大学和上海复旦大学进修，取得了工商管理博士学位。杨先生是上海市品牌授权经营企业协会秘书长，曾担任澳大利亚 Classique Furniture Pty. Ltd. Australia 上海办事处首席代表；宝隆洋行英特尔乳品有限公司亚太区高管；国内某著名乳业股份公司总经理；国内著名上市公司均瑶集团总经理等。同时，杨云先生在企业运营的理论研究方面，有其独到的见解和理论体系。被北京大学、中 仕企业学院、上海交大、华东师范大学等著名学府/机构聘请为兼职讲师，并曾经为1000多家涵盖世界五百强企业、大型国企集团、民企集团提供咨询和培训项目。以顾问、项目管理方式帮助众多企业解决实际问题。学历及教育背景：上海师范大学 理论物理系学士、上海交通大学 管理学院 MBA、美国西海岸大学 工商管理博士 DBA。Dr. YANGDr. Yang has provided comprehensive and quality training to quite a few multinational enterprises. He helps enterprises to solve the management issues through consultancy, training and project management. He is good at communicating with different level of management and willing to share knowledge with his clients. Various clients benefited from Dr. Yangs practical training programs.Now Dr. Yang is the honorable instructor for Jiaotong University MBA program.Dr. Yang is one of the first batches of Chinese application developer, implemented to carry out ERP software such as SAP etc.Dr. Yang is very good at the Data management, business analysis and establishing Mathematic Model, he is always proactive, and data can speak. He is also involved in the project of BPR for clients in Financeren company.内训需求您也可请这位老师去您公司讲授完全针对您公司目前情况的内部培训。另外，我们中仕企业学院还有200多个课题的在中国地区最顶尖讲师。Interior Training DemandYou may also invite Trainer Song to deliver interior training which is based on the current situation of your company. Additionally, we have best trainers of more than 200 subjects available in our CP Academy. We are sure you