Controlling for controllers

Fundamentals of controlling

• What is controlling and how does controlling support business success?
• How should controlling be classified in a company? Differentiation from financial accounting, financial management and cost accounting.
• The language of controllers: terms and key figures.
• What do controllers do and why is controlling so important?
• The controlling cycle as a common thread.

The annual financial statements are the central performance report

• The controlling requirements can be recognized in the annual financial statements.
• What do the cash flow statement, income statement and balance sheet tell us?
• How to read financial statements: analysis and interpretation of key figures.
• Profitability, liquidity, assets and capital in a specific example: How is your company doing?
• How do you recognize a successful company?

Strategic controlling

• The business case as the basis for entrepreneurial action.
• Methods and key figures of investment and profitability analysis.
• Thinking in terms of entrepreneurial opportunities and risks and bringing success to the streets.
• The strategy process in the company.
• Portfolio analysis and balanced scorecard as important strategic tools.

Operational controlling

• Cost accounting is the center of controlling.
• Product costing, operating accounting sheet, internal cost allocation.
• Contribution margin accounting, in- or outsourcing, break-even, variable and fixed costs.
• Cost types, cost centers and cost units.

Controlling indicators, their definitions and their importance in the company

• EBT, EBIT, EBITDA, ROI, ROE, cash flow and cash flow statement, working capital, cash conversion cycle, return on sales, etc.
• The strengths, but also the limitations of the key figures.
• How is which key figure used and how can we influence it?
• Key figures as a management tool.
• Key figure reporting.

Corporate management

• controllers make stakeholders ' interests transparent.
• Successful companies manage to balance all the interests of stakeholders .