Training: Competitive Financial Intelligence for Neophytes: Exposing Secrets from Public Numbers

October 6 - 7, 2009

Register now!

Fast-paced and highly interactive, this example-laden course will equip those new to financial analysis to dissect domestic and international financial statements – Profit and Loss Statements, Balance Sheets and Cash Flows – and discover, a) just how well your competitor is actually performing, and b) what future strategic moves are financially feasible.

Competitive Financial Intelligence for Neophytes:

Exposing Secrets from Public Numbers

October 6 and 7, 2009

Presented by Dr. David C.D. Rogers

Analyzing financial statements is a key – but often omitted – skill required for effective financial intelligence. While these two days specifically are designed for neophytes, reluctant “number crunchers” with hazy memories of analyzing financial statements should find the program most rewarding.
 
In just two days, Dr. Rogers’ enthusiastic up-to-date presentations, reinforced with in-class case discussions and problem sets exploring each key financial statement, will provide thorough in-depth grounding in statement analysis and the skills needed  to expose secrets your competitor would prefer you not know.

Besides using Microsoft (2002-2009) and Intel (2004-2005 and 2007-2008) to explore each type of financial statement and the intricacies of statement analysis, course topics will continue with:

    * Identifying a competitor’s undoctored operating profit from a CI Analyst’s (not an accountant’s) perspective
    * Spotting “unusual” and “special items,” deciding what to remove and where to put them
    * Uncovering financial engineering with IBM as the example
    * Calculating the asymmetrical cash and profit impacts of stock option expense
    * Identifying the key strategic “financial drivers” of a firm
    * Eliminating “water” from the balance sheet while highlighting embedded mistakes
    * Focusing on cash flow as the key to CI analysis with Digital Equipment as the classic example

Given the current mantra of maximizing asset utilization, we will explain key ratios for keeping score (using Dell 2008-2009) and discuss briefly both off-balance sheet entities (ENRON) and evolving pension accounting.

After the first day of lectures and frequent in-class drills in the basics of statement analysis, day two will open with groups analyzing an actual venture capital deal including, a) calculating and interpreting ratios, and b) constructing a basic cash flow from operations statement from just two balance sheets and an income statement.  During the day, more complex problems will be introduced including:

    * Key differences between industrial and financial corporations (General Electric, 2007-2008)
    * Finding gems in segment reports (GE, 1991-2008)
    * New rules for service firms (Accenture, 2007-2008)
    * Unusual “caveat emptor” challenges of some Asian accounting (LG Electronics, 2001-2003)

            The course will conclude with presentations on three industries:

   1. “The Rapid Restructuring of the Pharmaceutical Industry” using GlaxoSmithKline 2004-2008 as the prime example [This discussion will also introduce the pending U.S. shift from American GAAP (Generally Accepted Accounting Principles) to IFRS (International Financial Reporting Standards)].

  2. “Consolidation of Defense Contractors: Unique Challenges – and Rewards – for CI Financial Analysts” illustrated with Northrop Grumman (2006-2008).

   3. “General Motors Road to Bankruptcy, 2002-2009” showing the key financial indicators that foretold astute CI financial analysts that GM would not survive without  a political bailout.

Discussing and dissecting the presentations is an innovative way for each participant to test the tools and skills just acquired.

About the Presenter
David C. D. Rogers, Ph.D. is a consultant on strategic planning and executive development to dozens of Fortune 500 and multinational companies. With 54 years in consulting, his background is a distinctive combination of academic and "hands-on" executive experience. For 13 years, Dr. Rogers taught at the Harvard Business School, including five years in Harvard's 16 week Program for Management Development.

Schedule
Day One
8:00 a.m. Registration opens
8:15 a.m. Program begins
10:00 a.m. Morning break
12:00 p.m. Lunch
1:00 p.m. Program continues
2:00 p.m. Afternoon break
5:00 p.m. Program concludes for the day
6:00 p.m. Optional Group Networking Dinner

Day Two
8:00 a.m. Registration opens
8:15 a.m. Program begins
10:00 a.m. Morning break
12:00 p.m. Lunch
1:00 p.m. Program continues
2:00 p.m. Afternoon break
5:00 p.m. Program concludes

Pricing
Member Rate: $1,395.00
Nonmember Rate: $1,690.00

Hotel
Embassy Suites
1776 Benjamin Franklin Parkway
Philadelphia, PA  19103
(215) 561-1776 PH
(215) 561-1850 FX

Phone: 1-800 Embassy to reserve your guest room at the SCIP Corporate rate of $169.00/night by September 12.

To reserve your hotel room online please click on the link http://embassysuites.hilton.com/en/es/groups/personalized/PHLDTES-SCI-20091005/index.jhtml

Contacts
Program content & logistics contact: Sandra Skipper at +1.703.739.0696 x 110, sskipper@scip.org
Onsite Management: Robyn Reals at +1.703.739.0696 x107 rreals@scip.org
Membership Information:  membership@scip.org
Increase your company's visibility--consider sponsoring a SCIP program: Contact SCIP +1.703.739.0696 to learn about the opportunities available to sponsors.

Cancellation Policy and Fees
All fees must be paid by the start date of the program. If an invoice was requested, you will be asked to provide a valid credit card number upon your arrival at the program. All requests for refunds must be made in writing. Should you be unable to attend for any reason, please inform us IN WRITING no more than 21 days prior to the start date of the event. A credit voucher for the full registration amount will be issued or, if requested, a cash refund, less a 20% cancellation fee. No refunds OR credits will be given for cancellations received less than 21 days prior to the event start date. There are no exceptions to these policies.

Registration Transfer and No-Show Policy and Fees
All requests for transfers of registrations must be made in writing. Transfers may result in additional fees depending on SCIP membership status. There will be no refunds on transfers. No-Shows will not be eligible for any refunds and forfeit the registration fees paid. There are no exceptions to these policies.

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