Financial Management Program

This expands your knowledge even further about financial management of a company and its business units. Seeing financial management as a main executive task. For executives with responsibility for financial objective-achievement. 4 days.



We know how hard it is to deliver your company's results on a regular basis. This 4-day seminar is for managers like you who want to update their skill set with even more knowledge about vital aspects of financial management and controlling as seen from the standpoint of executive management.


Strategic financial controlling is the responsibility of executives and upper management. Men and women who lead a company or subsidiary, who head a business division or a profit center, constantly make financial decisions with far-reaching implications. Here are some examples:

  • You expand your business by offering not only products but problem solutions, a full service package or system integration, which requires financing and drives company costs. How can I avoid eroding my cost positioning?
  • Your company decides to insource or outsource, and this changes its presence in the overall value-added chain, and changes capital intensity. This can have grave consequences for profitability. How can I meet profit objectives in this situation?
  • Tough competition in a stagnating market is eroding profit margins, which forces your company to make price concessions. This puts pressure on earnings and makes the profit situation worse. What can you do to avoid this?
  • Focusing more on the core business has caused partial divestment, and parts of the company are to be sold. How can you determine what the optimal price is here?
  • The Controlling department writes reports for management with highly compressed data. How can you derive and implement measures from this information to ensure positive results and increase cash flow?
  • Top management sets fiscal objectives that are very ambitious. What can you do to achieve these objects anyway?

These are only a few examples of questions that executives ask. They show that it‘s not always the finance and accounting departments alone who handle company finances. In fact, strategic financial controlling is tightly integrated with strategic management. The holistic approach to management helps you identify synergies here, and to reach even ambitious objectives by creating:

  • Above-average profitability and a healthy financial position, with sustainable growth and value enhancement.


This seminar teaches you how to lay down the right fiscal foundation for your company. This demands comprehensive understanding and the ability to assume financial management tasks. It offers instruments and methods to help you better achieve the financial objectives of your company. Our experienced lecturers demonstrate how to manage the finances of a company, a business division or profit center in a way that optimizes performance and financial results.


  • Executives with responsibility for financial results
  • Managing directors and their deputies
  • Members of management boards and board of directors
  • CEO’s and executives
  • Men and women who head a department, and specialists who bear more and more responsibility for financial results
  • Profit Center directors who make financial decisions alone or with others.


Strategic Financial Management at a Glance

  • Financial management tasks as a central skill of the holistic management approach
  • Making strategic decisions about financial management

Strategy and Finance

  • Effects of strategic changes on financial management
  • Changes of cost structures and cost position
  • A change in participation in the value-added chain
  • Consequences for capital intensity and profitability
  • Effects on financial feasibility of strategic options

Focusing, Innovating and Growing

  • Consequences of these 3 different strategic variants on financial management
  • Effects on liquidity, profitability, cash flow and corporate value

Control of Company Results

  • The vital «adjustment buttons» that allow you to consistently improve and control cash flow, EBIT, company success and Profit Center marginal return
  • Instruments and methods for an effective control of financial results

Leadership philosophy and style

  • Analyzing and interpreting balance sheets, income statements, profit and loss statements
  • Reading between the lines of financial statements to recognize trends and changes
  • Understanding key performance indicators (KPIs)
  • Intervening in a controlled way, and early enough, to counteract negative development

Financing and Capital

  • Kinds of financing
  • Strategies for financing, financial engineering
  • Lowering financial costs
  • Calculating financial needs
  • Providing a liquidity reserve
  • Raising capital – externally or from within the company?
  • Costs of raising capital externally or from within the company
  • The advantages and disadvantages of a seasoned equity offering

The Logic of the Financial Market

  • What investors expect
  • How to handle analysts, investor relations
  • The requirements for achieving credit-worthiness

A Look at Corporate Value

  • Shareholder value concept. What remains?
  • Why does corporate value have to be controlled despite such concepts?
  • Achieving sustainable value enhancement
  • Value drivers
  • Targeted use of value generators

Acquisition of Companies or Parts of Companies

  • External growth through acquisitions
  • Determining the value of your company
  • A real-world evaluation of synergies. Where can they be used, where should they probably not be used?
  • Real-world experiences in realizing synergies
  • Sales negotiations and due diligence.


  • Selling your company or parts of it
  • Streamlining your portfolio
  • Spin-offs with or without management buy-out
  • Requirements for getting a good selling price


  • The merger of two businesses
  • Strengthening your market position
  • Reducing costs
  • Adapting too-high production capacities to market demand
  • Avoiding duplication
  • Enhancing the talent pool and core competencies
  • The attempt to create a single corporate culture out of two

Management Information System (MIS)

  • Financial early-warning system
  • Developing an effective MIS


  • Modern reporting systems
  • Meaningful and informative presentation of results
  • Navigation instruments
Key details


23.03.2020 - 26.03.2020, Hamburg
CHF 4'900.- / EUR 4'700.- Excl. VAT, invoicing in Euro possible (depending on current exchange rate)


04.05.2020 - 07.05.2020, Steckborn
CHF 4'900.- / EUR 4'700.- Excl. VAT, invoicing in Euro possible (depending on current exchange rate)


28.09.2020 - 01.10.2020, Davos
CHF 4'900.- / EUR 4'700.- Excl. VAT, invoicing in Euro possible (depending on current exchange rate)


23.11.2020 - 26.11.2020, Berlin
CHF 4'900.- / EUR 4'700.- Excl. VAT, invoicing in Euro possible (depending on current exchange rate)
For registration, please click the link below.

Register here