Total Credits: 2 including 2 Accounting
Many financial managers wage a constant struggle to keep their projections current and their operating managers engaged and focused on their budgets. This session will show you how to use performance metrics to reduce forecasting work, improve financial control and manager engagement in their department's numbers. This session will help you answer some of the following questions:
- How do you know what your metrics should be?
- What is the best way to measure activity output ?
- Why should financial planning begin with benchmarking your metrics?
Join financial management veteran John L. Daly for this helpful webcast.
|Important CPE Credit Instructions_READ BEFORE WEBCAST UPDATED (0.47 MB)||Available after Purchase|
|Use_Performance_Metrics_Slides updated (1.21 MB)||9 Pages||Available after Purchase|
John L. Daly, MBA, CPA, CMA, CPIM, is a Chelsea, Michigan-based management consultant specializing in costing, pricing strategy and pricing model development. He has taught continuing professional education courses since 1995 and began doing ethics seminars two weeks before the Enron scandal. John has been CFO for a Tier 1 automotive parts supplier and a large restaurant chain and COO for a window treatments manufacturer and retailer. He is the author of "Pricing for Profitability", published by Wiley and Sons.
*Understand how to determine what your performance metrics should be and how to use metrics to improve your planning and control processes
*The Balance Scorecard
*How to identify key performance indicators (KPIs)
*The four types of metrics every organization should have
*How to develop responsibility center metrics
*Why planning should begin with benchmarking
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