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Why choose VAT IT 

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Course details

Dates are currently being finalised. Get in touch to find out more
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Strategic Analysis: Planning, Forecasting & Budget Modelling

Identify the first signs of non-performing loans & credit exposures
  • Become more than a “number cruncher” and add value to your organisation through your strategic / commercial recommendations. These will come through insights to senior management on how to increase revenue, reduce costs or best manage risk in well-presented, forward-looking forecasts and analyses.


    Insight + Hindsight = Foresight

    How often have you looked back with the benefit of hindsight and wished you knew then what you know now? How do you compare what actually happened with what you thought would happen?


    Hands-on modelling:

    This practical course provides you with the analysis that can be built into forecasting and budgeting. Using simple statistical tools and techniques, attendees will learn a pragmatic approach to enhance the efficiency and effectiveness of their forecasting.


    Multiple examples and break-out sessions

    This course will show participants how to improve forecasting techniques, using real-world examples, to turn historical data into future management information.


    Key benefits:

    Aimed at all finance professionals involved in the budgeting and forecasting process, this course shows you how to reduce the risks in your decision-making and recommendations by using budgets, qualitative and quantitative analysis, by utilising our kit bag of tips, tools and techniques. This course will:

    • Provide a practical understanding of data forecasting and budgeting
    • Quantify the risks and rewards of estimating future assumptions
    • Explore different forecasting and trending methods
    • Teach you several ways to analyse and present key outputs


    Who should attend:

    This course suits business decision-makers, managers, financial analysts, financial and management accountants, planning and budgeting staff, statutory and regulatory reporting staff, auditors, internal controllers, regulators, and other professionals who have vested interests in forecasting trends at the strategic, tactical, operational and planning levels.

  • Day 1

    Often the role of the Finance Department is limited to pulling together the numbers. This overlooks the skills that Finance people can add to strategic planning.

    • What is “strategy”?
    • Why actions speak louder than words for successful businesses
    • How a strategy is developed and how / why it continues to evolve
    • Quantitative versus qualitative consideration
    • General idea: communication, strategy and execution


    Developing and executing a strategy

    • Development and analysis
      - Reviewing existing competencies
      - Mission and Vision Statements
      - SWOT analysis
      - Porter’s Five Forces
      - PESTEL analysis


    Laying the foundations for a successful business

    • Strategies
    • Objectives
    • Goals


    Business planning

    • Implementing a strategic plan
    • Developing the nuts and bolts
    • Key elements of a business plan


    Monitoring mechanisms to evaluate business performanc

    • Organisational structure
    • Key outputs
    • SMART measurements
    • Key Performance Indicators (KPIs)
    • Balanced Scorecard
    • Strategic, Tactical, Operational and Planning (STOP) budgets

    Day 2


    Budgeting


    Budgets are often criticised by end users for constraining them. The budgeting modules look at how to make the budget and the budgeting process useful for the business.


    Preamble

    • Key concepts of “best practice” quantitative budgeting
    • Understanding the factors that govern the model structure
    • Setting up the foundations of a budget model
    • Why templates don’t work


    Budgeting

    • Importance of budgeting
    • The budget cycle
    • Reasons for budgeting (linking back to the theory)
    • Types of budgets and budgeting methodologies
      - Zero Based Budgeting
      - Incremental
      - Top Down
      - Bottom Up
      - Top Down and Bottom Up
    • Budget risk
    • Factors to consider in developing a budget
    • Practical issues
    • Introduction to Developing a budgeting model


    Budget management

    In today’s challenging business environment, cost management and reduction are key to business success.


    Managing costs

    • Understanding the drivers of cost
    • Variable versus fixed cost issues
    • Cost Volume Profit (CVP) and breakeven analysis
    • Activity Based Management and Activity Based Costing principles
    • Inventory management
    • Debtor factoring
    • Value chain analysis


    Proactive

    • Cash discount / price incentive schemes
    • Inventory management, e.g. Just In Time
    • Optimising assets’ economic lives
    • Lease vs. buy
    • Reducing controllable costs (budget cuts)
    • Refinancing / amending capital structure


    Reactive

    • Accounts Payable teams
    • Credit collection agencies vs. debt factoring
    • Supplier negotiations
    • Vertical integration / partnerships


    Variance analysis

    • Flexible budget variances
    • Operational versus planning issues
    • Key variances
      - Sales price
      - Sales volumes
      - Sales mix
      - Materials
      - Labour
      - Overheads
    • Modelling variance analysis


    Day 3


    Control, risk and quantification


    Organisational structure and control

    • Organisational structure
      - Divisional structure
      - Product
      - Geographic
      - Customer
    • Hierarchy versus matrix structures
    • Centralisation and decentralisation
    • Control
      - Financial control
      - Control systems
      - Responsibility centres
      - Behavioural issues


    Risk management

    • Risk versus uncertainty
    • Types of risk
      - Business risk
      - Operational risk
      - Financial risk
    • Tools of the trade
    • Working capital management


    Quantification

    • How scoping and outputs determine the order of construction
    • Benefits of a quantitative model
    • Keeping the level of granularity consistent in the budget model
    • Model bias – how to get stakeholder ownership
    • Methods of building model assumptions
    • Building a working analysis from history
    • Being able to update with actual data as it becomes available


    Forecasting in context

    • Common methods of financial forecasting
    • Alternative to point estimate modelling
      - Scenarios
      - Sensitivities
      - Simulations


    Day 4


    Analysis


    Key outputs of a budget model

    • Income Statement versus Cash Flow
    • Confirming key outputs
    • Deriving key inputs
    • Developing Key Performance Indicators


    Considering financing requirements

    • Returns on capital
    • Returns of capital
    • Key concepts of financing:
      - Risk
      - Return
      - Ranking
    • Analysis of results
    • Accounting ratios


    Data analysis

    • Using trend analysis
    • Using PivotTables
    • Using 1-D and 2-D data tables
    • How Goal Seek, Scenario Manager and Solver may help
    • Revisiting scenario, sensitivity and simulations analysis
    • Strategic Options Analysis
    • Real Options Analysis
    • Introduction to Six Sigma
    • Linear optimisation


    Reporting and charting

    • Introducing the Dashboard Summary
    • Chart examples
    • How to plot trends and determine relationships
    • Say it with charts: using the right chart at the right time
  • Our Tailored Learning Offering

    Do you have five or more people interested in attending this course? Do you want to tailor it to meet your company’s exact requirements? If you’d like to do either of these, we can bring this course to your company’s office. You could even save up to 50% on the cost of sending delegates to a public course and dramatically increase your ROI.

    If you want to run this course at a location convenient to you or if you want a completely customised learning solution, we can help.

    We produce learning solutions that are completely unique to your business. We’ll guide you through the whole process, from the initial consultancy to evaluating the success of the full learning experience. Our learning specialists ensure you get the maximum return on your training investment.

  • We have a combined experience of over 60 years providing learning solutions to the world’s major organisations and are privileged to have contributed to their success. We view our clients as partners and focus on understanding the needs of each organisation we work with to tailor learning solutions to specific requirements.

    We are proud of our record of customer satisfaction. Here is why you should choose us to help you achieve your goals and accelerate your career:

    • Quality – our clients consistently rate our performance ‘excellent’ or ‘outstanding’. Our average overall score awarded to us by our clients is nine out of ten.
    • Track record – we have delivered training solutions for 95% of worlds’ top 100 banks and have trained over 250,000 professionals.
    • Knowledge – our 150 strong team of industry specialist trainers are world leading financial leaders and commentators, ensuring our knowledge base is second to none.
    • Reliability – if we promise it, we deliver it. We have delivered over 20,000 events both in person and online, using simultaneous translation to delegates from over 180 countries.
    • Recognition – we are accredited by the British Accreditation Council and the CPD Certification Service. In an independent review by Feefo we scored 96% on service and 95% on product
This course can be run as an In-house or Tailored Learning programme

Instructor

    Biography