財務(wù)人員必須掌握的高水平數(shù)據(jù)分析與

主講老師：樂載兵

課程領(lǐng)域：管理者技能提升培訓(xùn)課程

課程詳情：

對象

營銷人員、財務(wù)會計管理人員

目的

挖掘客戶潛力，提升數(shù)據(jù)分析能力

內(nèi)容

財務(wù)人員必須掌握的高水平數(shù)據(jù)分析與報告

Background財務(wù)分析的意義——通過財務(wù)可以透視企業(yè)的一切經(jīng)營活動：The meaning of financial analysis—— can examine all the business activities of enterprises by finance:企業(yè)所有活動的目標(biāo)和終結(jié)點(diǎn)是財務(wù)，因而，通過財務(wù)分析可以看出企業(yè)存在的幾乎所有問題。All activities’ objectives and end points of enterprises are finance, thus, almost all the problems of enterprises can be seen through financial analysis.1. 財務(wù)分析是反映企業(yè)管理、經(jīng)營、決策能力的重要方面！ Financial analysis is the important aspect that reflects the business management, operation, decision-making capacity!2. 通過財務(wù)分析可以解析、透視企業(yè)的幾乎一切經(jīng)營活動！ Almost all the business activities can be analyzed and examined through financial analysis!3. 財務(wù)分析是銷售、生產(chǎn)、經(jīng)營、發(fā)展、戰(zhàn)略等決策的依據(jù)！ Financial analysis is the basis of sales, production, management, development, strategy and other decision-makings!4. 財務(wù)分析也是制訂下期計劃、預(yù)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!必須依賴一個完整的、現(xiàn)代化的、成功的財務(wù)分析體系！用數(shù)據(jù)管理公司Must rely on a complete, modern and successful financial analysis system! Use the data to manage company1. 戰(zhàn)略需要數(shù)字作依據(jù) Strategies need data as basis2. 細(xì)節(jié)需要數(shù)字作說明 Details need data to explain3. 經(jīng)營需要數(shù)據(jù)作評估 Operation needs data to evaluate4. 管理需要數(shù)據(jù)作指南 Management needs data as guide企業(yè)在財務(wù)分析方面通常存在的核心問題：Enterprises’ usual core problems in financial analysis:1. 企業(yè)各層管理人員尤其是高層領(lǐng)導(dǎo)對財務(wù)分析的作用認(rèn)識不夠，分析的目的不明確。沒有真正把財務(wù)管理與分析工作當(dāng)做企業(yè)管理的重要手段，沒有認(rèn)識到財務(wù)分析是企業(yè)經(jīng)營管理的重要方法； 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 don’t really make the financial management and analysis as the important way of business management, don’t recognize that financial analysis is the important way of enterprise operation management;2. 財務(wù)分析技術(shù)不夠。缺乏邏輯，不夠全面，主次不分明； Financial analysis skills are not enough. Lack of logic, not comprehensive, primary and secondary are not clear;3. 只是純粹的財務(wù)數(shù)據(jù)，沒有很好的與業(yè)務(wù)結(jié)合的業(yè)務(wù)數(shù)據(jù)，如：銷售分析、采購分析，這樣對企業(yè)的業(yè)務(wù)發(fā)展和整體經(jīng)營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. 分析頻率不夠，時間太久，有的甚至半年、一年沒有一次完整的財務(wù)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. 財務(wù)人員與領(lǐng)導(dǎo)和其它管理者的溝通不夠，高層領(lǐng)導(dǎo)不是完全理解財務(wù)分析報告的內(nèi)容，財務(wù)分析很難對公司的運(yùn)營起到指導(dǎo)與戰(zhàn)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 company’s operations

Target Audience財務(wù)總監(jiān)、財務(wù)經(jīng)理、會計主管、管理會計、財務(wù)部所有跟數(shù)據(jù)分析工作相關(guān)的同事Financial director, accountant supervisor, management accountant, all the relevant data analysis staff in financial department希望懂得如何數(shù)據(jù)分析的各部門主管，尤其是銷售部管理人員、市場部管理人員Department heads who want to know how to analyze the data, especially sales managers and marketing managers

Course Outline 第一部分：從財務(wù)報表看企業(yè)經(jīng)營質(zhì)量See the quality of business from the financial statements 資產(chǎn)負(fù)債表 Balance sheet 現(xiàn)金流量表 Cash flow statement 利潤表 Income statement企業(yè)如何營造持續(xù)性的贏利結(jié)構(gòu)How to create a sustainable profit structure for enterprises 案例1：直觀的量本利分析 Case 1: Intuitive analysis of the amount of principal and interest 案例2：單店營運(yùn)預(yù)測 Case 2: Single-store operation forecast從股東的角度進(jìn)行決策M(jìn)ake decisions from the perspective of shareholders 案例3：投資回報模型 Case 3: Model of return on investment第二部分：基于財務(wù)數(shù)據(jù)的市場分析Market analysis based on financial data客戶分析Customer Analysis 案例4：客戶分析-真正有價值的客戶在哪里？ Case 4: Customer Analysis – where are the truly valuable customers？新品上市的數(shù)據(jù)跟蹤New listing data tracking 案例5：新產(chǎn)品上市分析 Case 5: Analysis of new products銷量趨勢分析Sales trend analysis 客戶數(shù)趨勢分析 Analysis of the number of customers trend 客戶開發(fā)質(zhì)量分析 Analysis of customers development quality 品類分析 Analysis of category 區(qū)域分布分析 Analysis of regional distribution面向競爭的市場分析與管理Marketing analysis and management of competitions 案例6：產(chǎn)品分析策略-矩陣分析 Case 6: Product analysis strategy - matrix analysis競爭對手的價格策略分析Analysis of competitors' pricing strategies 案例7：產(chǎn)品價格分析 Case 7: Product price analysis如何利用財務(wù)數(shù)據(jù)進(jìn)行市場決策How to use financial data to make market decisions 如何定價 how to set a price 如何確定年度產(chǎn)品投入策略 how to determine the annual product investment strategy 如何確定客戶投入策略 how to determine customer investment strategy 如何確定渠道投入策略 how to determine the channel investment strategy 如何確定區(qū)域投入策略 how to determine the area ??investment strategies 如何制定年度營銷預(yù)算 how to make the annual marketing budget 如何制定有效的銷售人員考核指標(biāo) how to make effective performance evaluation indicators of sales personnel第三部分：基于財務(wù)數(shù)據(jù)的銷售運(yùn)營分析Sales operations analysis based on financial data營銷和財務(wù)部門的共同目標(biāo)和分歧he common goals and differences of marketing and finance departments 共同目標(biāo)：收入和利潤最大化，成本最低化 The common goal : Maximization of revenue and profit, minimization of cost 分歧：長期和短期要求，客戶滿意提升和成本降低，標(biāo)準(zhǔn)產(chǎn)品和個性化產(chǎn)品 The differences: Long-term and short-term requirements, customer satisfaction enhancing and cost reduction, standard products and customized products從財務(wù)角度看營銷業(yè)績質(zhì)量See the quality of marketing performance from a financial point of view 銷售利潤率 Profit ratio of sales 毛利率 Gross profit ratio 存貨周轉(zhuǎn)率 Inventory turnover 應(yīng)收帳款周轉(zhuǎn)率 Accounts receivable turnover 現(xiàn)金流量 Cash flow 成本結(jié)構(gòu) Cost structure財務(wù)部門需要提供哪些數(shù)據(jù)What are the data that financial department should provide 客戶貢獻(xiàn)率和增長率 The customer contribution rate and the growth rate 產(chǎn)品貢獻(xiàn)率和增長率 The product contribution rate and growth rate 定價和需求關(guān)系 Pricing and demand relationship 產(chǎn)品的邊際成本效應(yīng) The marginal cost effect of products 區(qū)域市場的銷售記錄 The regional market sales record如何進(jìn)行銷售數(shù)據(jù)分析How to analyze the sales data 產(chǎn)品表現(xiàn) The product performance 區(qū)域表現(xiàn) The regional performance 客戶表現(xiàn) The customer performance 渠道表現(xiàn) The channel performance 銷售人員表現(xiàn) The sales staff performance 市場份額 The market share 各類增長率 All kinds of growth rate 各類貢獻(xiàn)率 All kinds of contribution rate商品庫存與采購分析 Merchandise inventory and purchase analysis 案例8：銷售庫存分析（哪些產(chǎn)品采購多了，哪些產(chǎn)品會斷貨？）Case 8: Sales of inventory analysis (which products are purchased more, what products will be out of stock?)用直觀的圖表激活您的銷售團(tuán)隊 Activate your sales team with intuitive charts 案例9：銷售行為分析模型 Case 9: Sales behavior analysis model零售門店的運(yùn)營數(shù)據(jù)挖掘Retail stores operating data mining 案例10：零售行業(yè)數(shù)據(jù)分析 Case 10: Data analysis of retail industry 客戶消費(fèi)習(xí)慣 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銷量預(yù)測Sales forecast 案例11：銷量預(yù)測-數(shù)據(jù)分析加上經(jīng)驗調(diào)整 Case 11: Sales forecast - Data analysis plus experience adjustments訂單履行記錄中的客戶服務(wù)質(zhì)量分析Customer service quality analysis in order fulfillment record 案例12：訂單發(fā)出到客戶簽收的全過程跟蹤C(jī)ase 12: The whole process tracking from the order issued to the customer to sign第四部分：基于財務(wù)數(shù)據(jù)的采購和生產(chǎn)控制分析Procurement and production control analysis based on financial data生產(chǎn)分析Production analysis 案例13：是生產(chǎn)損耗的問題還是采購成本的問題？ Case 13: Is it the problem of production loss or the problem of purchase cost?采購控制Purchasing control 案例14：你的大供應(yīng)商是誰？大宗物品漲價的影響會打擊你多深？應(yīng)付賬款余額是否合理？下月我還要準(zhǔn)備多少現(xiàn)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?質(zhì)量分析Quality analysis 案例15：質(zhì)量趨勢—質(zhì)量紀(jì)錄中的問題 Case 15: Quality trends – the problems in quality records第五部分：基于財務(wù)數(shù)據(jù)的人力資源管理分析 Human resource management analysis based on financial data薪資預(yù)算和薪酬管理Salary budget and management 案例16：從工資獎金表中得出的信息 Case 16: The information obtained from the salary and bonus table 案例17：年度薪資預(yù)算方案模型制定 Case 17: Annual salary budget model making人力資源結(jié)構(gòu)分析Human resources structure analysis 案例18：公司員工結(jié)構(gòu)多緯度分析 Case 18: Enterprise employees structure analysis from more latitude第六部分:完整的財務(wù)分析模板 A complete financial analysis template贏利能力分析Profitability analysis人員分析 Staff analysis直營系統(tǒng)分析Direct sales systems analysis經(jīng)銷渠道分析Distribution channels analysis產(chǎn)品分析 Product analysis