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 Mark. A. Sellner, CPA, JD, LLM
Why is Caterpillar’s
provision for income taxes 30% while 3M’s effective worldwide tax
rate is 32.1%?
Financial executives
generally have a good understanding of cost of goods sold in a
manufacturing environment and compensation and benefits in a
workforce-intensive business, but may have a lesser understanding
about how and why corporate income taxes impact the bottom line as
one of a company’s biggest expenses.
Understand how to
answer this question about differences in corporate income taxes for
companies like Caterpillar and 3M, as well as for their current and
emerging global trading partners.
Mark
L. Frigo, Ph.D., CPA, CMA
Ethically maximizing owner/shareholder wealth is the overriding
objective of any business. But getting there is another issue. Using
diagnostic tools and case studies, learn how to evaluate the ethical
issues that can surface, from financial reporting and supply chain
management to employee engagement and strategic communications.
Learn to identify the questions every business should ask regarding
ethical issues in business strategy and execution.
Marian
Powers, PhD
Astute cash Flow Management is a key to improving company value.
What are some practical operational approaches to
enhancing company valuation?
What diagnostic tools aid assessment of the
strengths and weaknesses of cash flow management?
Through hands-on experimental cases, real world examples and small
group activities, you will reexamine the link between company
valuation and operating working capital, revenue growth, capital
expenditures, outsourcing and more. In the process, various
strategies used by high performing companies to maximize cash flos
and consequently company valuation will be identified.
Bring your company's financial statements and plan to make
some keen assessments to help your company go to the next level in
creating firm value.
Thomas
L. Zeller, PhD, MBA, CPA
Finance
professionals are constantly faced with recommending or not
recommending capital investments, based on the following issues:
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Will the
capital investment increase sales, reduce costs and/or improve
productivity?
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Is cash
available? Is this the best use for it?
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Are there are
alternatives? If so, which one should be pursued?
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What if the
assumptions are wrong and the costs are higher or the savings
lower - have you adequately captured the risk?
Putting to work
business insight and useful budgeting software tools, participants
will develop a framework to identify the range of possible capital
budgeting outcomes and identify the signs and symptoms of successful
(and unsuccessful) capital projects.
BONUS -
participants will receive several Excel spreadsheet templates on CD
designed to measure, evaluate, and analyze the risk of capital
expenditures.
Mark. A. Sellner, CPA, JD, LLM (Taxation)
In this
ever-changing tax landscape, it is critical that you protect your
company by understanding reporting and disclosure requirements. FAS
109 is positioned to have the most sweeping reform to date. This
executive education program will provide you with an in-depth
understanding of the requirements and nuances of FAS 109, including
the tax provision process and financial statement documentation
requirements, as well as the ability to analyze tax rates and tax
positions for your company.
 Mark
L. Frigo, Ph.D., CPA, CMA
Many organizations
have attempted to adapt strategic activities of “great” companies
based on the latest best-selling business books. What’s missing is a
clear set of guidelines for developing an executable strategy.
Return Driven
Strategy provides a clear and practical pathway to develop a
business strategy aimed at achieving maximum long-term wealth
creation for your company. This model shows you how to design,
implement and evaluate superior strategies that position your
company for breakthrough growth and profitability.
Return Driven
Strategy answers key questions such as:
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How do you
prioritize among an endless array of potential business
initiatives?
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Where do your
customer’s needs fit into strategic planning?
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How does the
value of innovation compare with the need for operational
efficiencies?
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How important
is a strong brand, and when?
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What are your
unique Genuine Assets and how are they being leveraged to create
financial value?
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How executable
is your strategy?
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How are
financial results and financial metrics linked to strategy
planning?
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How do
initiatives like Six Sigma, CRM and the Balanced Scorecard fit
into your strategy?
You will leave with
a solid understanding of the tools and framework needed for strategy
development, and the applications for immediate implementation and
use in your business.
Mark
L. Frigo, Ph.D., CPA, CMA
With so many performance metrics available, how are you measuring
the success of your company?
No two companies are alike. Using the right measures for your
company is vital to managing and accurately assessing your
performance and building your success.
This hands-on, interactive class will help you to design and
implement a Balanced Scorecard Framework for your organization based
on its specific strategy, critical success factors and
customer-value propositions. this is knowledge you can take back and
utilize in your company right away.
Developing an Executable Strategy
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Develop an executable strategy as a first
step in Balanced Scorecard design
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Energizing and refine your strategy
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Use Return Driven Strategy to launch a
Balanced Scorecard initiative
The Balanced Scorecard and Strategy Maps
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Understand the Balanced Scorecard terminology
and concepts
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Learn the four perspectives of the Balance
Scorecard
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Identify cause and effect linkages
Strategy Mapping
Identify and Assessing Performance Measures
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Assign performance measures to strategic
objectives
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Assess performance measures
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Link performance measures
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Set target performance levels
Balanced Scorecard Implementation
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Review best practices in Balanced Scorecards
and strategy maps
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Learn how to continuously improve and refine
a Balanced Scorecard Framework
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Understand how to manage a Balanced Scorecard
initiatives
Mark. A. Sellner, CPA, JD, LLM (Taxation)
FIN 48: Accounting for Uncertainty in Income Taxes adds new
documentation and disclosure requirements on a scale that has not
been seen since the passage of the Sarbanes-Oxley Act in 2002.
Income tax issues aren't just for tax directors anymore; they
directly impact anyone with financial statement and external
reporting responsibility.
Finance professionals need to know this now – companies are now
required to implement FIN 48
in 2007.
How to Measure Financial Success:
The Which, When, Why and How of Strategic Financial Measurement
Thomas
L. Zeller, PhD, MBA, CPA
Financial Measures
– you learned about them in school and probably talk about them
every day, but are you really USING them? Why is the business owner
or shareholder so interested in specific measures?
ROE, ROA, ROI, economic profit and EVA are probably on your radar
screen, but do you know HOW to use them effectively, WHEN to use
them, and WHICH ones to use in any given situation? What is the link
to value creation and value destruction?
Through a
combination of lecture by one of the area’s top accounting
professors and hands-on case study analysis, you’ll gain first-hand
exposure to why these measures, their mechanics, and the advantages
and disadvantages of each. And most importantly, you’ll learn how to
apply them directly to your company.
Participants will be provided an Excel template to guide the
evaluation process during the course as well as upon returning to
the work place.
Debra
R. Hopkins, CPA, CIA
Corporate finance
professionals – put the puzzle pieces together! Now is the time to
finally understand all the various internal controls types, methods
of documentation, key controls, and just what you should have in
place at your organization. You are expected to be knowledgeable and
able to communicate about internal control design and operational
effectiveness. Gain new confidence when speaking to your Board,
Audit Committee, and external auditors.
If you are tired of
talking about internal controls, COSO, Section 404, and the PCAOB
requirements without knowing how it all fits together, this seminar
is for you. It doesn’t matter what type of entity – public, private,
or not-for-profit – you will learn valuable tips to help you improve
your control environment.
This program
focuses on how to design and implement an effective control program.
Fear COSO no more.
Dennis
L. Faurote, CPA
Leadership: Laying the Foundation
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Identify the traits and foundation of leadership
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Determine if you are really a leader or just have the title
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Understand the myths around leadership
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Recognize the importance of emotional intelligence
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Learn the difference between leading and managing
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Identify steps you can take immediately to improve your
leadership skills
LifePrint™ to Living and Leading
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Learn how to start a journey of self-realization that will
motivate you to improve in all aspects of your life
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Understand the importance and power of career and life planning
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Identify and clarify your Lifevalues™ and motivators, Liferoles™,
Lifepurpose™, and Lifevision™
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Begin working toward your Lifegoals™
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Outline the Lifelines™ (talents, skills, education, support)
necessary to successfully carryout your Lifeprint™
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Draft a strategy to begin building your Lifeplan™
One of the most
significant differences between good and great companies is great
leadership. It is what turns ideas into realities and makes visions
come to life. If an organization wants to be successful in the 21st
century, it must recognize the importance of creating leaders at all
levels.
To make this
happen, it is essential that you have a sense of direction and
purpose in your life. Research has shown that most of us are
continually searching for meaning in what we do everyday. Unless you
have a clear picture of who you are; why you do what you do; what
you believe in; and what’s important to you you cannot effectively
lead others, and, more importantly, yourself.
Before you can lead
and inspire others you must first have a strong sense of
self-awareness – an understanding of yourself. Research also
indicates that for you to perform at your best, you need to have
your talents, passions and Lifevalues™ aligned with your
organization’s needs.
Leadership Starts
with YOU!
Debra
R. Hopkins, CPA, CIA
In these
ever-changing tumultuous times, there is increased scrutiny and
demand, both internally and externally, for accountability,
transparency and ultimate success. The world is watching you and the
financial accounting profession like never before.
Are you tired of
talking about Sarbanes-Oxley Section 404 Internal Control? Do you
want to learn how to design, evaluate, and implement internal
controls that not only meet the requirements of Section 404, but
also help your company improve corporate accountability? Hear how
you can find value for your company as well as meet the compliance
requirements of today’s complex internal control rules.
John
W. Hill, PhD, JD
Excess capacity,
improved productivity and marketplace competition continue to
increase with no end in sight. In times like these, lowering your
company’s cost structure is more critical than ever before.
Finance executives
need to take the lead in implementing strategies that lower cost and
improve profitability. The low hanging fruit has been picked.
Therefore, you now need to look beyond traditional costing practices
and focus on strategic cost analysis tools such as target costing,
activity-based costing (ABC) and life-cycle costing.
This program will
show you how to implement strategic costing analysis tools at your
company in order to gain a competitive edge and increase your
profitability
Mark
L. Frigo, Ph.D., CPA, CMA
Expectations for
effective risk management by boards of directors and senior
executives are at all time highs. While many enterprise leaders have
a better understanding of risks facing their organizations, most
still believe they need a better handle around issues affecting
strategic risks. They seek better integration of risk management
considerations in strategic planning to more effectively maximize
value by optimally balancing performance goals and targets with a
variety of related enterprise-wide risks.
Participants will
gain practical knowledge on these core strategic risk management
elements:
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Connecting Strategy and Risks: Building a Business Case for
Strategic Risk Management
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Identifying a Strategic Planning Framework: The Return Driven
Strategy
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Evaluating Risks Through a Strategy Lens
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Building an Enterprise View: Monitoring and Reporting to Add
Value
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Leaving with a Vision for Strategic Risk Management: Identifying
Your Next Steps
Sreenivas
Kamma, PhD., MBA, Associate Professor of Finance,
Indiana University’s Kelley School of Business, Bloomington
No major strategic
endeavor is as fraught with peril or leads to more value destruction
than a poorly designed or executed acquisition. Learn how you can
avoid these pitfalls and gain the conceptual framework and practical
tools needed to make value-creating mergers or acquisitions. Use
case discussions and actual transactions to demonstrate how synergy
can be created, valued, and shared, and how deals can be negotiated
and structured to properly allocate risks and rewards.
Marian
Powers, PhD
Are your financial
reporting practices helping to increase your company’s value?
Are you measuring
the right things to drive success?
Discover how you
can enhance your role as a strategic business partner to help your
company drive better business decisions through effective design,
analysis, and communication of financial statements.
Through a hands-on,
experiential approach with real world examples, you will focus on
the critical measures that drive business results, sharpen your
analytical skills, and discover strategies to maximize value
creation and minimize value destruction. You are also invited to
bring in actual, hypothetical, or competitor financial statements
for analysis.
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