Business Finance

In this section, you will learn how the business model and operations are reflected in the financial statements and how owners and creditors judge the company's performance based on that information.

We focus on what it costs to finance the company's assets and what consequences it has for the company's financial goals. Here it is important to find out what profitability is required for the owners and creditors to have confidence in the business operations. From the board's point of view, the requirements expressed in the financial goals are a restriction that must be taken into account in particular when the company management makes strategic and tactical business choices in the business.

• The company's financial reports
• Result and product calculation
• Capital commitment and financing
• Cost of capital and risk analysis
• Investment calculation
• Financial planning
• Goal management and analysis of the feasibility of business choices

In this part, you develop your ability to influence the design of various organizational control instruments. When you have to manage the financial management of the business, you are faced with various goal conflicts, such as the priority between volume growth and profit margin.

The accounting and calculation can then be used to facilitate the handling of these goal conflicts. With the right management and follow-up, it becomes easier for employees and managers to make financially sustainable decisions in the business.

As a business and operational manager, you yourself must be able to set requirements for how financial key figures, calculations and the internal accounting should be designed to facilitate your handling of the goal conflicts in the business.

If you unilaterally entrust the responsibility for business management to the financial specialists, there is a great risk that the internal accounting reports and calculation documents will become an end in themselves and not a means to ensure the survival and development of the business.

• Governance model and division of responsibilities
• Performance measurement
• The management process and management of goal conflicts