Basic knowledge of the financial economic language by which the internal and external company relations and strategies are expressed. Developing of economic and financial evaluation of company operations. Analysis of interactions among internal organizational structures and analysis of financial and economic results drivers and measures.
Curriculum
teacher profile teaching materials
The flow-rate model for representing business dynamics.
• The residual rights of the owners of the enterprise to the wealth produced: the dual aspect principle and the analysis of the sources and uses of resources
The objectives and cognitive limits of accounting:
• the accounting principles;
• accounting systems and accounting methods
The Balance Sheet and the Profit and Loss Account:
• Fixed assets and depreciation, net working capital.
• Inventories and cost of sales
• The Cash Flow Statement and cash flow analysis: the derivation of cash flows.
• Income Statement reclassifications
Balance sheet analysis: profitability, profitability, efficiency and financial indicators
PART TWO: strategic business management
The company as a complex system
• Strategic management (with references to sustainability): structure of strategy – values – objectives – choices resulting from internal and external conditions – SWOT analysis;
• Activities and relationships for strategy definition – the value chain and the relationship chain
The relevant business context – market and industry analysis
• Description of the competitive environment: Porter's Five Forces model
• Strategic groupings
Sustainable strategic management
• Competitive advantage: concept, determinants, and durability
• Competitive strategies: cost leadership, differentiation, focus
• Collaborative strategies: strategic alliances
• Growth strategies: integration, diversification, internationalization
Programme
PART ONE: The company balance sheetThe flow-rate model for representing business dynamics.
• The residual rights of the owners of the enterprise to the wealth produced: the dual aspect principle and the analysis of the sources and uses of resources
The objectives and cognitive limits of accounting:
• the accounting principles;
• accounting systems and accounting methods
The Balance Sheet and the Profit and Loss Account:
• Fixed assets and depreciation, net working capital.
• Inventories and cost of sales
• The Cash Flow Statement and cash flow analysis: the derivation of cash flows.
• Income Statement reclassifications
Balance sheet analysis: profitability, profitability, efficiency and financial indicators
PART TWO: strategic business management
The company as a complex system
• Strategic management (with references to sustainability): structure of strategy – values – objectives – choices resulting from internal and external conditions – SWOT analysis;
• Activities and relationships for strategy definition – the value chain and the relationship chain
The relevant business context – market and industry analysis
• Description of the competitive environment: Porter's Five Forces model
• Strategic groupings
Sustainable strategic management
• Competitive advantage: concept, determinants, and durability
• Competitive strategies: cost leadership, differentiation, focus
• Collaborative strategies: strategic alliances
• Growth strategies: integration, diversification, internationalization
Attendance
Two weekly lessons in person. Distance learning lessons are recorded and made available for a limited time (maximum two weeks).Type of evaluation
There will be a written test on the analysis of the company's financial statements and an oral test on strategic analysis. teacher profile teaching materials
The flow-rate model for representing business dynamics.
• The residual rights of the owners of the enterprise to the wealth produced: the dual aspect principle and the analysis of the sources and uses of resources
The objectives and cognitive limits of accounting:
• the accounting principles;
• accounting systems and accounting methods
The Balance Sheet and the Profit and Loss Account:
• Fixed assets and depreciation, net working capital.
• Inventories and cost of sales
• The Cash Flow Statement and cash flow analysis: the derivation of cash flows.
• Income Statement reclassifications
Balance sheet analysis: profitability, profitability, efficiency and financial indicators
PART TWO: strategic business management
The company as a complex system
• Strategic management (with references to sustainability): structure of strategy – values – objectives – choices resulting from internal and external conditions – SWOT analysis;
• Activities and relationships for strategy definition – the value chain and the relationship chain
The relevant business context – market and industry analysis
• Description of the competitive environment: Porter's Five Forces model
• Strategic groupings
Sustainable strategic management
• Competitive advantage: concept, determinants, and durability
• Competitive strategies: cost leadership, differentiation, focus
• Collaborative strategies: strategic alliances
• Growth strategies: integration, diversification, internationalization
Programme
PART ONE: The company balance sheetThe flow-rate model for representing business dynamics.
• The residual rights of the owners of the enterprise to the wealth produced: the dual aspect principle and the analysis of the sources and uses of resources
The objectives and cognitive limits of accounting:
• the accounting principles;
• accounting systems and accounting methods
The Balance Sheet and the Profit and Loss Account:
• Fixed assets and depreciation, net working capital.
• Inventories and cost of sales
• The Cash Flow Statement and cash flow analysis: the derivation of cash flows.
• Income Statement reclassifications
Balance sheet analysis: profitability, profitability, efficiency and financial indicators
PART TWO: strategic business management
The company as a complex system
• Strategic management (with references to sustainability): structure of strategy – values – objectives – choices resulting from internal and external conditions – SWOT analysis;
• Activities and relationships for strategy definition – the value chain and the relationship chain
The relevant business context – market and industry analysis
• Description of the competitive environment: Porter's Five Forces model
• Strategic groupings
Sustainable strategic management
• Competitive advantage: concept, determinants, and durability
• Competitive strategies: cost leadership, differentiation, focus
• Collaborative strategies: strategic alliances
• Growth strategies: integration, diversification, internationalization
Attendance
Two weekly lessons in person. Distance learning lessons are recorded and made available for a limited time (maximum two weeks).Type of evaluation
There will be a written test on the analysis of the company's financial statements and an oral test on strategic analysis.