Performance Need Analysis

Performance needs include training needs

....PERFORMANCE NEED ANALYSIS-

1. Critical Performance gap areas as compared to industry standards
• Use ROE chart
• Identify critical performance areas
• Use key performance indicators
• Use performance measures
2. Apply variance analysis on key result areas using industry standards.
• component ratio analysis as root cause analysis
• error in strategies
• Pareto or sensitivity analysis
3. BSC perspectives or strategic maps to measure the impact on change.
• the ultimate goal in business is the return on equity or capital
4. Draw individual performance gaps through KPIs.
• eliminate the effect on volume
• eliminate other reasons to performance
• Output input analysis
• Graphic presentations
5. Non-Training solutions to performance gaps
• motivation,
• empowerment/authority
• information
• resources
• Technology
• communication
6. Identify critical non performers or groups in the organisation for competency gap analysis

.....-Competency Gap Analysis on the non-performers  

1. From the performance gaps identify the critical non-performers individuals or groups.
2. Draw competency gaps from the critical performance gaps
• HR perspectives
• Pareto principle
• Sensitivity Analysis
• best practices
3. Component breaking profile
• compare against industry standard worker
4. Input - outcome processes
5. Poor performers profile as compared to best practices.
6. Confirm competency gaps with experts, focus groups etc
• Job Analysis - duties
• task analysis
7. Justifying training through the expected ROI

       HOW TO IDENTIFY AND ASSESS COMPETENCY GAPS AMONG THE NON-PERFORMERS

1.          Compare your actual performance to industry standards to recognise critical performance gaps.
2.           Calculate the industry KPI rate and your KPI rate to confirm the performance gaps
3.                    What is the causal factor of the gaps?  Is it because of efficiency / competency gaps?
4.                     Is the performance gaps due to technical, management or job holder's incompetency?
5.                     Profile the competency of the standard worker definition on that particular job activities.  Apply best practices?
6.            Draw the competency gaps through comparison with the standards - depth and width
7. 
   

Copyright Arriffin Mansor 012-2786282

Malaysia's Excellence Award

Malaysia's Annual Quality Excellence Award (QMEA)

The 12 steps excellence model as practised by most European, American and Singapore companies.
(see the diagram below)

1. The role of the company's leadership in mission and team building.
2. Performance and market gaps analysis that would enable the conduct of SWOT analysis
3. with which Market positioning / target market is identified and profiled
4. designing and simulating an acceptable profit business model
5. and arrive at the right business goals and strategies
6. with the key functional strategies (Market, Operations, HR and Finance)
7. Linking and coordinating them with a strategic maps and metrics.
8. Evaluate the efficiency of the processes at input, process, output and outcome levels.
9. Establish an acceptable return on equity objective with the Du Pont chart
10. evaluate the overall business performance (ROE and ROA Chart ) with KPI ratios
11. diagnose performance through the key departmental functions.
12. Cascading performance metrics to all in the company. (individual scorecard)

     
YOU MAY NOT WIN THE AWARD, BUT THE ADDED VALUE OF YOUR PERFORMANCE IS MORE THAN THE REWARD of the award.
     
7 step model.

1. Top management leadership
2. Quality data information
3. Human Resource Management
4. Customer focus
5. External suppliers
6. Process Management
7. Operational and business results

        Call us now
        012-2786282
        consult.abm@gmail.com
        abmconsult.blogspot.com

Copyright:  Arriffin 012-2786282

Cash Flows and Project Evaluation 820

Excel based training with ready templates and models
(A case study from step 1 to decision making within one day)
The key criteria used for project evaluation has always been IRR and NPV under the discounted cash flow technique.

A one day training workshop which provides both knowledge and skills in managing cash liquidity of a company through the cash flow projections.

It is an opportunity to learn and gain a mandatory competency of a manager / officer of a company.

Even executive without the basic knowledge of finance and excel are welcome in the training.

This course is suitable for all executives and managers who are responsible for project evaluation.

TRAINING BENEFITS
As usual, our course is more quantitative, strategic, integrated and comprehensive and always performance based in approach.

COURSE CONTENTS

1. Projected Cash inflows 
2. Projected Cash outflows
3. Funds borrowed and interest paid (conventional and Islamic)
4. Repayment with PMT formula
5. Internal Rate of Return
6. Net Present Value
7. Payback
8. Project Decisions

Copyright -  Arriffin Mansor

Duration: 1 working day; computer assisted training.
Price:  RM650 per pax
Date: ......to be informed.
Call :  012-2786282

Performance Based Management 910

An integrated outcome based approach to business 
(conducted through consulting, training and coaching)

Measuring gains or loss, efficiency or effectiveness on key performance areas.

• At CEO level with ROA/ROE
• with ROS and ATO and Asset Multiplier as key result areas
• At departmental heads level :  the use of KPI metrics
• Critical component gaps at the lower levels. 
• Individual performance gaps by the right benchmarks.
• using input, process, output and outcome metrics

True key performance areas are measured with the real cause factor identified.

Contents on PB management

1. What is performance?
• Key Result Areas
• Key Performance Indicators
• KPI measures
2. How to manage performance
• Planning 
• Organising
• Directing
• Controls
3. Key functional performances
• CEO function
• Marketing
• Operations
• HR
• Finance
4. Input outcome process
5. Staff performance and appraisal (brief)
6. Integrated performance model
7. Performance and compensation

Staff performance planning and appraisal

Another 2 day course on performance for HR purposes.

The benefits of the PB management.

1. Getting everyone involved and committed
2. Performance tools: to be understood and used
3. Strategic planning in metrics cascaded even to the last worker
4. Performance recognition and reward to be practice by HR department.
5. Building systems and culture over the weeks.

Strategic business designed through modelling approach

1. Profit model: cost volume profit model
2. Adequate but efficient capital model (working and fixed capital)
3. Financed by equity and borrowings
4. Cash flow balancing to ensure liquidity at all times
5. ROE return check through the Du Pont chart
6. Constructing the proforma financial statements (combine profit model and capital model)
7. Efficiency and health checks through ratios (Key KPIs)

Pengurusan Prestasi

SASARAN KUMPULAN

1. Pengurus, pengarah dan ketua jabatan
2. Penyelia dan ketua seksyen
3. semua orang yang bertanggongjawab tentang prestasi diri dan kumpulan.

MATLAMAT KURSUS
Membolehkan peserta penyediakan sebuah rangka kerja prestasi dimana kecekapan, produktiviti dan keuntungan ditingkatkan bermula dari rancangan, perlaksanaan dan penilaian.

KAEDAH PEMBELAJARAN

• Kajian kes sebuah syarikat dari pengurusan atas hingga kebawah.

KANDUNGAN KURSUS

1. Menilai prestasi yang lampau dan mengenali jurang kelemahan dan kekuatan dibandingkan dengan piawai industri.
2. Mengenali peluang prestasi dan menetapkan prestasi dengan sasaran yang realistik.
3. Menetapkan matlamat dengan SMART dan berukur prestasi.
4. Mengenalpasti punca utama prestasi dan cadangan solusi
5. Menetapkan sasaran dan ukuran prestasi utama
6. Melaksanakan perubahan strategi yang kaitkan dengan peta strategi
7. Menetapkan matlamat kerja pekerja 
8. Rancangan Bertindak
9. Pemetaan strategi dari atas kebawah
10. Skorkad pemimpin dan pekerja biasa.
11. Memantau dan menilai prestasi
12. Hasil prestasi dianggarkan.....dari sudut modal, aliran tunai dan carta PTE.
13. Bulatan penambahbaikan - balik ke (1)

Copyright Arriffin Mansor 012-2786282

PACKAGE KOMPETENSI

1. Seminar 2 hari @ RM1,500 per pax
2. e-learning dan tutorial and group dynamics  RM300
3. Coaching 1 hari @ RM1,500 per pax.

JAMINAN: Peserta mampu menyediakan pengurusan prestasi bagi syarikat/jabatannya.

Marketing Strategies and Budgeting 510

(Outcome based budgeting approach)

Training Methodology:  Power points, excel templates and models.
Our training workshops has always been more quantitative, strategic, integrated and performance based.
Target groups
Suitable for all involved in marketing and sales.

Training Objective
At the end of the workshop the trainees should be able to prepare a marketing budget

Course duration
A two day course

Course Contents
With the following detailed contents

1. Market research and analysis
2. Gap analysis and identifying swot
• Critical performance gaps
• Critical success factors
• Unique selling proposition
3. Competitor analysis and market positioning
4. Targeted customers profile
5. Marketing Strategies
6. Marketing BSC perspectives
7. Marketing KPIs and KRAs
8. Business modelling and profitability planning
9. Detailed Sales projections and revenue
10. Detailed marketing costs and commissions
11. Trading strategies and working capital
12. Fixed investments and capacity building
13. Capital required and sources of finance
14. Cash flow projections
15. ROE chart and business objective goals
16. Justifying the marketing plans (ROC and ROE)

Copyright :  Arriffin Mansor 012-2786282

Marketing Plans and Budgeting

A two day excel based training workshop on how to

• design a winning marketing Strategies
• to budget the marketing plans
• Justify the budget by calculating the return on capital employed

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Course contents -  11 steps

1. SWOT analysis through performance gap analysis
• Bench marks
• Internal and external
• Best practices
2. Market Positioning and targeted segment
• Price and quality
• Competition
• Profit margin and market growth
3. Target customers / profile
• Buying habits
• where are they? 
4. Marketing mix for which market segments
1. Product
2. Pricing
3. Distribution
4. Promotion
5. Marketing KPIs
6. BSC perspectives
• Marketing
• Operations
• HR
• Finance
7. Profit business Model (costs, volume, profit analysis)
• matching revenue against costs
• Right sizing
• Profit Planning
8. Adequate Working capital Strategies
9. Minimum Fixed capital Strategies
10. Marketing Return on Capital Employed as the decision criterion.
11. Return on capital employed

copyright Arriffin Mansor 012-2786282  arriffin@gmail.com

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• Excel based workshops
• Case study approach

Performance Diagnosis and Needs 2016

Diagnosing a company with efficiency and performance ratios
(Identifying Performance Problems and Issues)

INTRODUCTION
To diagnose is to break up or cut  a company into pieces so that we could understand the mechanics or engines of the business:  what has and why it happen.  We want to know what are and not ticking.

A study is only meaningful if a comparison is made against industry standards.  This is called gap analysis. 

Performance problems and issues are identified where performance solutions and strategies are put
in place instead.

It is an in depth study of the company, it's inputs, processes, outputs and outcome searching for the root cause of problems.  In summary we want to know it's true strengths and weaknesses.

From the study, we could learn from past mistakes and successes for the benefits of the future.

The best form of indicators are still the financial ratios because they are readily available.  However the ratios used are only those that provide information from the performance perspectives.

At the lower levels, key efficiency indicators maybe the more appropriately label than KPIs.

Understanding is further enhanced if the company already had it's own industry standards.  Best practices identified from the industry leader which could easily be adopted.

Variance or gap or comparative analysis could be conducted to understand the business's weaknesses and strengths where performance improvement strategies could then be applied to remove or narrow the gaps.

Comparison is only meaningful if measures are matched with the same.

When compared against the best in the industry, best practices could be adopted by just copy and paste.

Indeed, the right diagnosis should provide the right solutions and strategies.
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PERFORMANCE NEED ANALYSIS
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To identify performance problems and issues and resolving them subsequently.

1. Overall performance
• ROE/ROA
• the business tripod
• The profit business model
• Market positioning
2. The du pont chart
• The working capital efficiency
• The Fixed capital efficiency 
• Financing the business
3. Functional performance
• Marketing Metrics
• Operation Metrics
• HR Metrics
• Finance Metrics
4. The strategy applications
• past successful strategies
• Turnaround strategies

copyright arriffin@gmail.com 012-2786282

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PERFORMANCE and EFFICIENCY MEASURES
______________________________________________________

1. Overall performance ROA/ROE = CEO
• Key business strategies
• variances in performance 
• Key Result Areas of the business
2. Functional KPIs =  Departmental managers
• Variances in performance
• productivity
• resource utilisation
• profitability
3. Variance or Gap Analysis to explain gaps / differences
• Performance gaps
• Critical gaps
• Pareto principle
4. Component breaking analysis  
• root cause analysis
5. Process or value chain analysis
• Output input analysis
6. Efficiency Analysis
• Working Capital
• Fixed Capital
7. Individual Performance Gaps
• Competency gaps
• Management Change
• Efficiency analysis
• Output input analysis
8. Analytical Framework
• Pareto 20:80
• Root cause analysis
• Sensitivity analysis
• Ratio component
9. Measuring Performance Gains or Losses
10. Measuring processes
• input, process, output and outcome
11. Diagnosing tools
• Ratio analysis
• dimensional graph
• dynamic ratio analysis
• spreadsheet template

Copyright :   arriffin@gmail.com 012-2786282

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Installing performance management.
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1. Discuss and agree KPIs with the business leadership
• Determine objectives and goals
• Corporate Key result Areas
• Corporate strategic maps
• Build custom reports and dashboard
2. Design suitable reporting formats for the business (performance metrics)
• Marketing
• Finance
• HR
• Operations
3. Assist the heads to prepare performance plans and appraisal criteria for each staff under them.
• functional scorecard
• individual scorecard
4. The Annual Performance Plans and Budgeting
• The year profit model
• The working and fixed capital model
• The ROE Chart
• The corporate BSC perspectives for the year.
• Cash flows projections
• Projected Financial statements

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Performance Planning and Appraisal 750

14 steps in Performance Planning and appraisals.
(the basic function of all HR department)

(a two day course for all supervisors and heads of department)

PERFORMANCE PLANNING

1. Goals and objective as defined in smart and measured.
2. The programs and activities to achieve the goals are planned by examining the key result areas.
3. Normally, the best practices are being applied drawn from bench marking.
4. Cascading the goals and key result areas to all - Strategic mapping.
5. Agreeing on the efficiency rates for all inputs and processes.
6. Agreeing and targeting with the right key performance indicators and agreed on the KPI rate
7. Providing the adequate resources and authority to undertake the job task.

PERFORMANCE APPRAISALS

1. Measure the actual achievement on the work goals of each worker
2. Explain the positive and negative gaps.  
3. The reason for the gaps could be competency and non-competency factors
4. Measure the inputs, processes. outputs and outcome based on the agreed KPIs
5. Measure the value of performance beyond the set target. (performance improvement gains)
6. Can the worker be rewarded for excellent performance?
7. What training is necessary?

Learn how to arrive at the right KPI and obtain the right KPI rate by  proper bench marking.

Eventually, everyone would be achieving kaizen - continuous performance improvement.

COURSE CONTENTS

1. Setting up smart goals
2. identifying key result areas
3. Establishing key performance indicators
4. KPI rate
5. Valuing performance for reward purposes
6. From performance gaps to training needs
7. Promotion on competency building
8. Linking goals through strategic maps

managing business in metrics - 980

Uses of metrics in business

Be more quantitative in management because a sustainable profitability is always defined and planned in metrics.

1. For planning (measured objectives)
• defining objectives
• measuring goals
• Critical performance gaps
• Modelling - cost, volume, profit analysis
• Modelling - ROE chart
• Market positioning
2. For efficient operations (set key performance indicators)
• inputs
• processes
• outputs
• modelling 
3. For integrated strategies (key result areas)
• marketing
• operations
• HR
• Finance
• BSC perspectives
• Strategic mapping
4. For performance controls
• standard KPIs
• integrated budgets
• Variance analysis
• Exceptional
• pure performance

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Keusahawanan - dimana inovasi diutamakan

Kaedah baru dalam keusahawanan  
(dimana pulangan merupakan matlamat jelas perniagaan (viability)
dimana strategi biasa diserapkan dalam model perniagaan. 
dimana positioning dalam pasaran 
risiko dan prestasi dibincang)


Matlamat Kursus
Latihan ini memberi kompetensi dalam:-

1. Mengenal dan mencipta "peluang" perniagaan
2. Mengenal "pulangan" sebagai ukuran pertama dalam perniagaan
3. Memahami risiko perniagaan dan kaitan dengan pulangan.
4. Sasaran pelanggan dan strategi pemasaran
5. Pembiayaan perniagaan yang paling sedikit tetapi berkesan
6. Strategi dan kaunter strategi dalam perniagaan
7. Usahawan berpandukan kecekapan atau inovasi. (efficiency or innovative driven)

KANDUNGAN LATIHAN

HARI PERTAMA

1. Tabii keusahawanan
2. Untung dan gandaan perniagaan
3. Piawai dan jurang Prestasi
4. Analisis SWOT
5. Perletakan pasaran (market positioning) dan peluang perniagaan
6. Segment pasaran / profil pelanggan

HARI KEDUA

1. Model Untung Perniagaan (titik pulang kos)
2. Produk berkualiti
3. Modal kerja dan tetap
4. Perniagaan dibiayai oleh ekuiti dan dana pinjaman

HARI KETIGA

1. Kos dan pengeluaran
2. Aliran tunai dan Kecairan 
3. Pekerja, dorongan dan akauntabiliti
4. Pemetaan Strategi

HARI KEEMPAT

1. Urusan manusia dalam keusahawanan
2. Kriteria viabiliti
3. Carta PTE Du Pont
4. Kecekapan, pinjaman, kecairan dan pertumbuhan
5. Usahawan yang berfikir secara metrik

copyright
arriffin@gmail.com
012-2786282

4 phases in business planning 810

1. Diagnosing phase
• Gap analysis via ROE Du Pont Chart
• SWOT
• Market positioning
2. Cascading phase (vertical)
• Target customers
• goal setting
• Key result areas
• Teams
• Individuals
3. Value Chain phase (horizontal)
• input, process, outputs and outcome phases
• efficiency and effectiveness
4. Integrating phase (both vertical and horizontal)
• vertical and horizontal linkages
• Strategic mapping

Competency seminars conducted in Petaling Jaya

OUR REGULAR COURSES IN PETALING JAYA - 2015

1. Marketing Strategies and Budgeting -  2 day RM800
• Puting the ringgit in your plans
2. Business Strategies and budgeting -  3 day RM1,200
• A systematic approach to business
3. Performance planning and appraisal -  2 day   RM800
• The key HR function
4. Performance leadership and teambuilding -  2 day  RM1,500
• synergy among members and team leaders
5. HR measures and accountability -  RM900
• Measuring HR performance and effectiveness
6. Spreadsheet Finance -   RM1,200
• using excel to conduct analysis
7. Training need analysis -  2 day workshop  RM1800
• a performance approach to competency gaps
8. Performance Framework  RM1,000
• A framework for effectiveness and efficiency
9. Entrepreneurship Basics  RM800
• learning through strategies and modelling
10. Cash flows and project evaluation -  2 day @  RM1500 per pax
• an evaluation with time value of money being applied

All the above are computer assisted training.  Please bring your laptop with excel software.
Take back excel and power point notes

Call 012-2786282 for bookings

Competency Based Training 710

What is competency?    Definition of competence

• Ability to perform a job with an acceptable input costs and efficient processes to produce output and outcome commensurate with the industry standards.
• The knowledge, skills and attitude of a person that is causally related to superior job performance.

Drawn from job responsibilities, duties, tasks and subtasks.

1. A vocational, job applied and not restricted to theories only,
2. The right knowledge, skills and attitude to perform at the right standards.
3. It is about carrying out a job with a set of duties and tasks with a clear set of efficiency and performance measures.
4. Hence, competent workers are those trained in tool and model applications identified as best practices in the industry.
5. Competency is the ability to undertake a job at the lowest input costs, through efficient work processes that produces best standard results.
6. Building a competency is about eliminating competency gaps along the value chain.
7. Competency building is about upskilling and producing standard or higher work output and outcome.
8. Competency is the people input and the best performance is the output.
9. Competency is the ability to produce job output efficiently.
10. Work must be measured and rewarded based on performance.

Competency could be divided into:-

1. Technical competency (your special knowledge and skills in a particular trade )and
2. Management competency - maximizing team output and outcome.

Copyright:  Arriffin Mansor 012-2786282

HR metrics and accountability 730 Chap

This workshop demonstrates how numbers are used to translate Human Resource Strategy into business goals and targets.  The HR functions are effectively managed through a set of performance metrics.

Who should attend
HR and non-HR directors, managers, officers and executives who deal with HR, organisational development, productivity and quality matters in their organisation.

Objectives
In this workshop participants shall learn:

1. How metrics are used in HR management
2. developing an integrated set of HR metrics
3. increasing manpower productivity in all key functions
4. Translate HR strategies into business action.

Course Contents

1. HR objectives in metrics
2. Key Result areas in metrics
3. KPI in HR
4. HR performance targets
5. HR scorecard
6. HR strategies into action.
7. The HR functions in the strategic map

Duration:

Two office days - please bring your note book.
RM1,000 per pax.  Call 012-2786282

Perisian GST wajib untuk semua koperasi

RM5,000 x 6,000 koperasi =  RM30 juta.

1. April, 2015 kerajaan Malaysia akan melaksanakan GST terhadap jualan barangan dan perkhidmatan diMalaysia.
2. Pihak Kastam yang mengendalikan GST ini memerlukan laporan dibuat setiap bulan atau 3 bulan oleh semua yang berdaftar sebagai pembekal atau pembeli dibawah sistem tersebut.
3. Pihak Kastam juga turut meluluskan perisian yang mematuhi peraturan GST atau perisian perkaunan yang GST compliance.
4. Dengan lain perkataan, koperasi terpaksa membeli perisian perakaunan yang baru untuk mengendalikan perakaunan koperasi termasuk pengurusan GST.
5. Kerajaan telah membeli bocer RM1,000 untuk membantu koperasi dan perniagaan kecil dan sederhana dalam membeli sistem baru perakaunan yang mematuhi GST.
6. Firma kami sedang membuat kajian dan dalam proses pembangunan perisian perkaunan yang koperasi dan GST compliance.
7. Kami menyediakan perkhidmatan latihan dalam GST dan juga perakaunan yang mengandungi GST.
8. Telefon saya untuk keterangan lanjut 012-2786282  Haji Arriffin Mansor atau arriffin@gmail.com

Rancangan Perniagaan = 13 langkah

Belajar menulis RP disamping memahami konsep dan amalan perniagaan yang betul.

1. Analysis pasaran - opportunity and threats.  SWOT
2. Analysis syarikat - strengths and weaknesses/ Gap Analysis
3. Perletakan Pasaran - Market positioning 
4. Targeted segment
• Customers' profile
5. Strategi Pasaran  (4Ps)
6. Pemetaan Strategi ala BSC perspektif
7. Model perniagaan dengan harga, volume dan kos.
8. Strategi Jual beli atau modal kerja
9. Strategi pelaboran aset tetap
10. Ramalan aliran tunai
11. Strategi Pembiayaan - kombinasi ekuiti dan pinjaman.
12. Penambah baikan - (Perubahan yang dirancangkan)
13. PTM perubahan strategi (perbandingan dahulu dan sekarang)

Rancangan Perniagaan - kaedah metrik

(kaedah metrik:  dimana prestasi dihasratkan melalui kecekapan.)

Apa itu rancangan perniagaan?

1. RP ialah sebuah dokumen hasil dari pemikiran dan perancangan yang lengkap, dipenuhi dengan matlamat, strategi, punca prestasi utama, angka piawai kecekapan dan rangka panduan berintegrasi yang akhirnya dapat diamal dan dilaksanakan.
2. Ia merupakan rancangan menyeluruh yang menjadi panduan pada semua untuk menghasilkan "sinergi" dalam sebuah organisasi.

12 langkah RP

1. Analisis pasaran dan perniagaan - SWOT
2. Market Positioning (perletakan pasaran)
3. Market Segment (segmen pasaran)
4. Business Strategies (strategi perniagaan)
5. Market Strategies (Strategi Pemasaran)
6. Analisis kos, volum, harga dan untung - simulated model perniagaan
7. Modal kerja -  strategi niaga
8. Modal tetap -  rancangan kapasiti
9. Dibiayai oleh ekuiti atau pinjaman? (imbangan antara kedua)
10. Aliran tunai - pinjaman dan bayar balik hutang
11. Carta PTE du pont
12. Penyata kewangan - Ramalan
13. Semak realiti dengan nisbah.

Laporan dan penilaian prestasi

1. Analisis varian
2. 5 Nisbah utama
3. Nisbah kecekapan
4. Analisis komponen
5. Kadar KPI 

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1. metrik pasaran dan perniagaan - perbandingan dengan piawai industri.
2. Jurang utama dikenalpasti -  punca utama
3. Metrik model perniagaan - dimana hasil dibanding dengan kos
4. Segmen pasaran - kenali melalui metrik
5. Strategi perniagaan - definisi dengan metrik
6. Modal Kerja Metrik
7. Modal Tetap IRR/NPV metrics
8. Imbangan antara ekuiti dan pinjaman metrik
9. Ramalan Aliran Tunai - kaedah metrik
10. Carta Du Pont PTE - kaedah metrik
11. Penyata kewangan - ramalan oleh metrik
12. Semak Ramalan Prestasi melalui nisbah /metrik.

( kaedah metrik :   dimana kecekapan diutamakan dan prestasi dihasratkan)

Business Planning via spreadsheet 999

BUSINESS PLANNING via spreadsheet

(A systematic approach to business)

COURSE CONTENTS

1.       The right business model – the matching of revenue against costs

a.       Price and quantities

b.      Fixed and variable costs

2.       Adequate working capital

a.       Adequate current assets matched with the right current liabilities

3.       Minimizing fixed assets investments

a.       Internal rate of return

b.      Net Present value

4.       Cheaply financed by a combination of equity and loans.

a.       Costs of shares

b.      Cost of other sources of funds

                                                               i.      Debentures

                                                             ii.      Bank overdrafts

                                                            iii.      Bank term loans

5.       Ensuring liquidity at all time through proper cash flow projections

a.       Sources of inflows

b.      Outflow commitments

c.       Borrowings

d.      Loan repayments

6.       Ensure the right return on equity objective through ROE chart

a.       Return on Sales

b.      Sales turnover

c.       Asset equity multiplier

7.       Construct the financial statement

a.       Income statement

b.      Balance sheet

c.       Cash flow statements

8.       Ratio Analysis

© arriffin@gmail.com     Tel :  012-2786282

Strategic Business Budgeting

11 steps in business planning and budgeting  (999)
(A case study approach with excel templates and models)

Target Groups
Managers, directors, entrepreneurs, bankers and financial analyst and planners.

Duration:  2 day course

Training Objective
At the end of the workshop, trainees shall be able to write their company's yearly budget incorporating a set of winning key strategies.

COURSE CONTENTS

1. SWOT analysis on critical success factors / critical performance gaps
2. Market positioning / targets / profiling
3. Business concept and key strategies
4. Marketing Strategies - 4Ps
5. Profit Model and Planning (costs volume profit analysis)
6. Working capital strategies
7. Fixed capital investment strategies
8. Strategic Mapping
• with key objectives and goals
• Key result areas
• Key Performance Indicators
• Performance targets
9. Cash flow projections
10. Financed by equity and borrowings
11. ROE chart structure
12. Financial Statements - last year balances to get the budgeted balances
• Budgeted Income Statements
• Proforma Balance Sheet

Tel : 012-2786282

arriffin@gmail.com

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Performance improvement - a two day course 790

PERFORMANCE IMPROVEMENT STRATEGIES
Course Title		Performance improvement strategies
Course objectives		At the end of the program, the participant shall be able to 1.       Conduct performance planning 2.       Formulate strategies 3.       Plan for performance 4.       Conduct performance appraisal 5.       Develop teamwork for performance 6.       Improve performance results
Target groups		All executives and managers.
Course Contents		Setting The right objectives and goals Critical performance gaps Higher performance standards Building an effective teams Training for performance	Providing performance incentives Identifying the right key result areas The right key performance indicators Formulate the right strategies The right performance evaluation
Training Methodology		Power point presentations Excel templates and models	Case Analysis Workbook
Course Duration & Fees		2 intensive working days	RM1,200 per pax minus incentives
Course Designer & Facilitator		B.Econ, MBA, M.Acc, FIPA, FICMA, PhD
		Arriffin Mansor is a business and finance consultant.  He was a senior accountant in Conoco, Bata and Telekom which are all public listed and multinational companies.  He was in Inchcape Malaysia and Bata where the KPI and profit centre was practiced.

PERFORMANCE LEADERSHIP AND TEAM BUILDING

900   PERFORMANCE LEADERSHIP and TEAM BUILDING

(understanding between members and their team leaders)

STEPS IN EFFECTIVE LEADERSHIP

COURSE OBJECTIVES

1. Achieving team synergy at all levels
2. Establishing team goals in performance metrics
3. Communicating goals and agreeing on strategies
4. Measure inputs, process, output and outcome efficiency performance
5. Recognising and rewarding performance
6. Improving performance through learning and teaching
7. Study the cause effect relationship

Leaders must have the following competencies

1. set clear objective and measurable goals
2. identify the right key result areas to the set goals
3. establish the right key performance indicators
4. able to measure performance and the reasons for its' shortfalls
5. link and align strategies into a workable business strategic map
6. motivate and communicate effectively with his team members
7. Performance planning and budgeting for the team

Leadership could be simulated and developed with real case scenario on the team business plans. Through the dynamics, the leadership thought process and actions are observed and the application of the appropriate leadership tools are being suggested.

THE REAL CASE GROUP DYNAMICS:  Prepare the group performance plans for next year.

1. Critical positive and negative performance gaps
2. Establish the key result areas or the cause effect relationship
3. Marketing opportunity positioning and strategies
4. The strategic plans with functional metrics
5. The right business models
6. The required capital
7. The return on capital criterion.
8. Establish key performance indicators for everyone in the team

               copyright materials ABM Consult  012-2786282  arriffin@gmail.com

Metrics in Business Strategies

Mandatory competence for all executives and managers

Taught in excel templates and models: inclusive of goal settings, key performance indicators, key result areas, performance evaluation and strategic mapping.

Duration:   2 intensive office days

Course objective:   At the end of the program, participants shall be able to formulate business strategies in metrics with the ultimate goal of maximizing return and profitability.

Course methodology:  Assisted with excel templates and models to expedite learning and facilitate on the job application.  Power-point lectures followed with case analysis and presentation.

Course Contents

1. Performance gap analysis
2. Business goal setting
• Market Positioning
• Market Segment
3. Business Strategies - M. Porter
4. Marketing Strategies- Kotler
5. Marketing KPIs
6. Operational KPIs
7. HR Strategies
8. Business Profitable Modelling
9. Working capital Strategies
10. Fixed Asset Investment
11. Cash flow projections and Needs
12. Business Financing via equity and borrowings
13. ROE Chart check
14. Proforma Financial Statements
15. Financial KPIs
16. Strategic Mapping

copyright  arriffin@gmail.com 012-2786282

Rancangan Perniagaan - Kursus 3 hari dengan bantuan excel templates

1. Rancangan perniagaan adalah dokumen yang penting bagi semua peniaga usahawan dan pengurus perniagaan.  Ia memberi panduan strategi berintegrasi untuk menjayakan perniagaan dan berhadapan dengan pesaing pesaing perniagaan anda.  Dengan demikian RP perlu dianggap dokumen sulit syarikat.
2. Biasanya, RP bertempoh setahun yang mempunyai kaitan dengan prestasi dan pengalaman yang lampau dan yang turut seiringan dengan matlamat jangka panjang perniagaan tersebut.
3. RP juga digunakan oleh Bank sebagai asas penilaian "viabiliti" perniagaan tersebut sebelum permohonan pinjaman dapat diluluskan.
4. RP bermula dengan penerangan tentang "produk" syarikat.  Apakah faedah istimewa yang diwujudkan dan diberikan oleh produk kepada pelanggan.  "Jenama produk" turut perlu diterangkan yang dapat menghindar persaingan. (competitive advantage)
5. RP perlu menerangkan "model perniagaan" yang terpakai untuk menghasilkan untung dan mengkekalkan "sustainability" perniagaan disamping mampu berhadapan dengan persaingan hebat dipasaran.
6. Modal yang mengandungi "modal pusingan" dan "tetap" turut dianggarkan dan jika tidak kecukupan maka sumber modal baru perlu dicari.  "Kecairan wang" adalah suatu keadaan yang perlu dikekalkan setiap waktu oleh setiap syarikat.
7. Setiap perniagaan perlu mempunyai "strategi pemasaran" yang tersendiri yang mampu berjaya mendapatkan sebahagian daripada pasaran.  "kedudukan pasaran" atau "market positioning" perlu jelas yang merupakan sasaran perniagaan syarikat.
8. 'Peluang pasaran" perlu dikekalkan walaupun ia hanya dibentuk secara dinding dinding saikoloji. Segmen pasaran yang dituju perlu jelas.
9. Selain dari pasaran, RP turut menerangkan tentang strategi pekerja, operasi dan kewangan.
10. Akhirnya, RP perlu menerangkan pulangan terhadap ekuiti (PTE) yang mampu membayar balik kos dana. 
11. RP perlu mengandungi Aliran Tunai, Ramalan Penyata Penyata Pendapatan dan Ramalan Kunci Kira Kira bersama dengan nisbah nisbah yang menerangkan angka angka yang realistik.

• Market positioning
• Market segment and profiling
• Business modelling
• Marketing Strategies
• Business Strategies
• Working Capital required
• Fixed Asset Required
• Financing by equity and loans
• Cash flow Projections
• ROE check and modification
• Proforma Financial Statements  

Kursus ini akan melahirkan usahawan yang mempunyai pandangan konsep atau conceptual view atau helicopter view terhadap perniagaan.  Usahawan juga akan lebih strategik dan kritikal dalam membentuk rancangan perniagaannya.