
Explore how finance, accounting, and bookkeeping relate, using a football analogy to show that profit before tax—not turnover—guides decisions, explains why the business remains, and shapes future growth.
This lecture shows how most decisions hinge on numbers and uses money coming in and money going out to guide business choices instead of gut feel.
Five things every manager should know highlight finance as the root of business profits and the language of numbers, urging mastery of fundamentals and basics to start, grow, and manage.
Treat the company as a vehicle and detach from your job designation to keep emotions from distorting financial decisions, as statements reflect the company's perspective and guide collective profitability.
Explore how financial capital and intellectual capital power starting, growing, and managing a business, including insider and outsider funding and supplier invoices with payment terms.
Identify the three kinds of businesses—manufacturing, service, and retail and wholesale—and learn to profit by selling a product, selling a service, or both, while leveraging financial and intellectual capital.
Discover the four financial transactions that govern any organization: money in, money out, money supposed to come in (receivables), and money supposed to go up (payables).
Recognize that every professional, from sales to warehouse, makes finance decisions that impact the bottom line, debunking the non-finance myth.
Distinguish finance from accounting by showing how recording transactions via double-entry bookkeeping leads from journal entries and ledgers to trial balances and final accounts, informing finance decisions.
Learn how to determine if a company makes a profit by preparing and reading three financial statements—profit and loss statement, balance sheet, and cash flow statement—plus quarterly reports for shareholders.
Analyze how a balance sheet classifies liabilities and assets into sources and uses of funds, including current and non-current categories, current assets and liabilities, equity, and retained earnings.
Explore how a profit and loss statement tracks revenues and expenses—from sales and cost of sales to depreciation, net profit, dividends, and retained earnings—across a defined period.
Master four types of financial transactions and classify them as assets, liabilities, expenses, or incomes, then prepare balance sheet and profit and loss statements.
Learn the order of payment on a profit and loss statement, from operating expenses to interest, taxes, and dividends, ending with retained earnings and equity.
Explain how debit and credit function within the double-entry system, showing how money comes in affects incomes and liabilities, and money goes out affects expenses and assets.
Learn to distinguish expenses from assets by whether items are consumed by the balance sheet date, using rent, equipment, and inventory examples.
Explore why depreciation is calculated, how it affects expenses, earnings before interest and tax, and taxes, and compare straight-line and double declining balance methods using practical asset examples.
Learn how fixed and variable expenses shape break-even points, with a step-by-step contribution analysis and a practical furniture company example, to determine when sales cover costs.
Understand the difference between profit and money by distinguishing income minus expenses from cash flow. Use a machinery example and depreciation to show that profit may not equal cash.
learn how cash flow statements track cash in and out by operating activity, asset activity, and financing activity, showing beginning and ending cash to guide forecasting and budgeting.
Ignorance is not bliss shows how financial illiteracy led to six failures and how mastering finance reveals the root of how business makes money and five common mistakes to avoid.
This lecture shows how to calculate a company’s cost of liabilities from different funding sources, and how asset performance and non-performing assets affect required returns to beat those costs.
Explore the second common finance mistake—negative cash flow from mismanaging the cash-to-cash cycle—and learn the four components (cash, receivables, inventory, payables) and cycle optimization across manufacturing, service, and retail.
Understand how non performing assets burden performing assets and how to optimize by converting non performing to performing, illustrated with coffee shop ratios and real world examples.
Explore the fourth common finance mistake: finance mismanagement, where funds lack clear allocation. Learn capital structure planning to direct borrowed money toward intended investments.
Identify the fifth common finance mistake: using short-term liabilities to fund long-term assets, as shown by a coffee shop's cash outflows, causing cash shortfalls and potential borrowing.
Explore how ratios reveal red flags by analyzing profitability, liquidity, efficiency, and solvency metrics from financial statements, with examples like gross profit margin, current ratio, and debt-to-equity.
Learn six profitability ratios: gross, operating, and net margins, plus return on assets, capital employed, and equity, and analyze margins and returns from revenue and costs.
Explain why insider's money is the most expensive funding source using two similar firms. Show three effects, interest deductibility, dividend rewards, and leverage, that boost earnings per share.
Explore liquidity ratios by recategorizing the balance sheet into four groups, examining type A, B, and C, and calculating current, quick (acid test), and cash ratios.
Explore efficiency ratios that measure a company's asset use and working capital, including accounts receivable turnover, accounts payable turnover, asset and inventory turnover, capital turnover, and working capital turnover.
Discover solvency ratios such as debt ratio, equity ratio, debt to equity ratio, and interest coverage ratio, with formulas and interpretation for assessing a company's ability to meet obligations.
View your company from a bird’s-eye view to ensure profit, assess growth, and verify sustainability over time; prepare for disruption by investing in research and development, marketing, and innovation.
Explore the seven levers of finance: sales, pricing, borrowing, expenses, assets, receivables, and payables, and learn how optimal balance and value-driven decisions grow a business.
Explore the differences between budgeting and forecasting, showing how budgets set annual targets and forecasts adapt with actuals, variance analysis, and what-if scenarios to drive practical business planning.
Apply your finance knowledge to make smarter business decisions and avoid costly mistakes. Embrace the monetary and banking system, implement what you learned, and grow value in real-world finance.
When top decision-makers ask for a specific number, unfortunately, they are presented numbers in form of DATA. Data is like crude oil. When it is filtered it becomes INFORMATION. This information processed becomes RELEVANT INFORMATION. This relevant information communicated in simple laymen language helps in having a meaningful conversation. However, keeping it simple is not easy. That is why this Business Finance Analyst Program (BFAP) was prepared.
The BFAP is designed for professionals in any field who want to be recognized as a core team member in their organisation and want to step into a higher management position by demonstrating your ability to communicate numbers after filtering and processing data, and also by making smarter profitable decisions. The course is designed to get you excited with numbers for you to analyse, interpret and most importantly communicate in simple laymen terms. BFAP will enhance your ability to decipher financial problems and elevate your analytical skills.
Analysing the financials of any business requires you to understand its overall health and life-cycle. You will exactly be doing that starting from reading and understanding financial statements, types of transactions, breaking down the essential models and debugging common myths about finance.
We dive deeper with asking 'WHERE & WHY' the business is performing poorly because of some common red flags and how to fix them. We then understand the overall picture one is required to make smarter decisions or amends to bring the business back on track.
Get a clear grip on balance sheets, profit & loss statements, expense & assets, depreciation, financial models, break-even point, cash flow statement and all of the critical 19 ratios.
In the final section, you will get a bird's eye perspective on the selected business of study. This essentially allows you to take charge of your intuition based on facts to assess the health of a business. Based on your assessment, you can foray into Budgeting and Forecasting which is the last step in taking any business to the next level.
On completion, you will have gained enough knowledge to pull out financial data of any company to assess its past, present and future.
Take your learning journey to the next level with BFAP!