財(cái)務(wù)人員必須掌握的高水平數(shù)據(jù)分析與

主講老師：樂(lè)載兵

課程領(lǐng)域：管理者技能提升培訓(xùn)課程

課程詳情：

對(duì)象

營(yíng)銷(xiāo)人員、財(cái)務(wù)會(huì)計(jì)管理人員

目的

挖掘客戶(hù)潛力，提升數(shù)據(jù)分析能力

內(nèi)容

財(cái)務(wù)人員必須掌握的高水平數(shù)據(jù)分析與報(bào)告

Background財(cái)務(wù)分析的意義——通過(guò)財(cái)務(wù)可以透視企業(yè)的一切經(jīng)營(yíng)活動(dòng)：The meaning of financial analysis—— can examine all the business activities of enterprises by finance:企業(yè)所有活動(dòng)的目標(biāo)和終結(jié)點(diǎn)是財(cái)務(wù)，因而，通過(guò)財(cái)務(wù)分析可以看出企業(yè)存在的幾乎所有問(wèn)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(cái)務(wù)分析是反映企業(yè)管理、經(jīng)營(yíng)、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(guò)財(cái)務(wù)分析可以解析、透視企業(yè)的幾乎一切經(jīng)營(yíng)活動(dòng)！ Almost all the business activities can be analyzed and examined through financial analysis!3. 財(cái)務(wù)分析是銷(xiāo)售、生產(chǎn)、經(jīng)營(yíng)、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(cái)務(wù)分析也是制訂下期計(jì)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(lài)一個(gè)完整的、現(xiàn)代化的、成功的財(cái)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(shuō)明 Details need data to explain3. 經(jīng)營(yíng)需要數(shù)據(jù)作評(píng)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(cái)務(wù)分析方面通常存在的核心問(wèn)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(duì)財(cái)務(wù)分析的作用認(rèn)識(shí)不夠，分析的目的不明確。沒(méi)有真正把財(cái)務(wù)管理與分析工作當(dāng)做企業(yè)管理的重要手段，沒(méi)有認(rèn)識(shí)到財(cái)務(wù)分析是企業(yè)經(jīng)營(yíng)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(cái)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(cái)務(wù)數(shù)據(jù)，沒(méi)有很好的與業(yè)務(wù)結(jié)合的業(yè)務(wù)數(shù)據(jù)，如：銷(xiāo)售分析、采購(gòu)分析，這樣對(duì)企業(yè)的業(yè)務(wù)發(fā)展和整體經(jīng)營(yíng)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(shí)間太久，有的甚至半年、一年沒(méi)有一次完整的財(cái)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(cái)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(cái)務(wù)分析報(bào)告的內(nèi)容，財(cái)務(wù)分析很難對(duì)公司的運(yùn)營(yíng)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(cái)務(wù)總監(jiān)、財(cái)務(wù)經(jīng)理、會(huì)計(jì)主管、管理會(huì)計(jì)、財(cái)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(mén)主管，尤其是銷(xiāo)售部管理人員、市場(chǎng)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(cái)務(wù)報(bào)表看企業(yè)經(jīng)營(yíng)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(rùn)表 Income statement企業(yè)如何營(yíng)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：?jiǎn)蔚隊(duì)I運(yùn)預(yù)測(cè) 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(bào)模型 Case 3: Model of return on investment第二部分：基于財(cái)務(wù)數(shù)據(jù)的市場(chǎng)分析Market analysis based on financial data客戶(hù)分析Customer Analysis 案例4：客戶(hù)分析-真正有價(jià)值的客戶(hù)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(xiāo)量趨勢(shì)分析Sales trend analysis 客戶(hù)數(shù)趨勢(shì)分析 Analysis of the number of customers trend 客戶(hù)開(kāi)發(fā)質(zhì)量分析 Analysis of customers development quality 品類(lèi)分析 Analysis of category 區(qū)域分布分析 Analysis of regional distribution面向競(jìng)爭(zhēng)的市場(chǎng)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(jìng)爭(zhēng)對(duì)手的價(jià)格策略分析Analysis of competitors' pricing strategies 案例7：產(chǎn)品價(jià)格分析 Case 7: Product price analysis如何利用財(cái)務(wù)數(shù)據(jù)進(jìn)行市場(chǎng)決策How to use financial data to make market decisions 如何定價(jià) 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(hù)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(yíng)銷(xiāo)預(yù)算 how to make the annual marketing budget 如何制定有效的銷(xiāo)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(cái)務(wù)數(shù)據(jù)的銷(xiāo)售運(yùn)營(yíng)分析Sales operations analysis based on financial data營(yíng)銷(xiāo)和財(cái)務(wù)部門(mén)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(rùn)最大化，成本最低化 The common goal : Maximization of revenue and profit, minimization of cost 分歧：長(zhǎng)期和短期要求，客戶(hù)滿(mǎn)意提升和成本降低，標(biāo)準(zhǔn)產(chǎn)品和個(gè)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(cái)務(wù)角度看營(yíng)銷(xiāo)業(yè)績(jī)質(zhì)量See the quality of marketing performance from a financial point of view 銷(xiāo)售利潤(rùn)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(cái)務(wù)部門(mén)需要提供哪些數(shù)據(jù)What are the data that financial department should provide 客戶(hù)貢獻(xiàn)率和增長(zhǎng)率 The customer contribution rate and the growth rate 產(chǎn)品貢獻(xiàn)率和增長(zhǎng)率 The product contribution rate and growth rate 定價(jià)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(chǎng)的銷(xiāo)售記錄 The regional market sales record如何進(jìn)行銷(xiāo)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(hù)表現(xiàn) The customer performance 渠道表現(xiàn) The channel performance 銷(xiāo)售人員表現(xiàn) The sales staff performance 市場(chǎng)份額 The market share 各類(lèi)增長(zhǎng)率 All kinds of growth rate 各類(lèi)貢獻(xiàn)率 All kinds of contribution rate商品庫(kù)存與采購(gòu)分析 Merchandise inventory and purchase analysis 案例8：銷(xiāo)售庫(kù)存分析（哪些產(chǎn)品采購(gòu)多了，哪些產(chǎn)品會(huì)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(xiāo)售團(tuán)隊(duì) Activate your sales team with intuitive charts 案例9：銷(xiāo)售行為分析模型 Case 9: Sales behavior analysis model零售門(mén)店的運(yùn)營(yíng)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(hù)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(xiāo)量預(yù)測(cè)Sales forecast 案例11：銷(xiāo)量預(yù)測(cè)-數(shù)據(jù)分析加上經(jīng)驗(yàn)調(diào)整 Case 11: Sales forecast - Data analysis plus experience adjustments訂單履行記錄中的客戶(hù)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(hù)簽收的全過(guò)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(cái)務(wù)數(shù)據(jù)的采購(gòu)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(wèn)題還是采購(gòu)成本的問(wèn)題？ Case 13: Is it the problem of production loss or the problem of purchase cost?采購(gòu)控制Purchasing control 案例14：你的大供應(yīng)商是誰(shuí)？大宗物品漲價(jià)的影響會(huì)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(shì)—質(zhì)量紀(jì)錄中的問(wèn)題 Case 15: Quality trends – the problems in quality records第五部分：基于財(cái)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(jiǎng)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(cái)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(yíng)系統(tǒng)分析Direct sales systems analysis經(jīng)銷(xiāo)渠道分析Distribution channels analysis產(chǎn)品分析 Product analysis