Developing Powerful Business Cases

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Introduction to Developing Powerful Business Cases

The current economic climate places greater emphasis on the need for managers of all levels to be able to demonstrate convincingly that their proposal for a share of limited funds is the best for the business. It is essential that important business decisions are based on a sound, easily understood business case and knowing what makes the difference between a sound business case and a weak case.

This course explains the essential concepts which support the effective business case, which will enable participants to develop powerful, persuasive, business case skills. This means that they will have an advantage over colleagues in all areas of the business—including project management, product management, asset management, finance and strategic planning.

Even if you have limited, or no prior experience in finance or business planning, during the course you will learn how to build the benefits, cost model and financial analysis necessary for an effective business case.

Your organisation will benefit because people will have more confidence. They will have a greater understanding of the financial performance of the organisation; this will result in more profit and/or better use of the resources that they manage.

On successful completion of the course participants will be able to:

  • Study the essential building blocks of the business case.
  • Learn how to make the best case comparisons.
  • Discover the difference between a sound case and a weak case.
  • Learn how to reinforce credibility of the case.
  • Learn how to create a financial analysis model to compare scenarios and assess risk.
  • Learn how to present your business case to make significant impact and generate commitment.

Course Content

Overview

Determining the subject of the business case:

  • The Aim
  • Determining the assumptions
  • Developing the expected schedule of expected benefits
  • Anticipated cash flow and impact, Net Present Value (NPV) and Return on Investment (ROI)
  • The course also covers a review of the key financial measures and financial analysis methods
  • Assessing risk and sensitivity to highlight the assumptions, contingencies and other factors that are most important
  • Presenting the case
  • Using the case outcome to forecast short term and future budget and funding
  • Using case results to support decision making and support recommended courses of action

Training Method

The programme is designed to enhance learning through group and individual cases and exercises. There are a number of opportunities to practice techniques and evaluate skill levels. In addition the course leader’s specialist knowledge and guidance are available in all sessions.

The programme will be supported with handouts and post course references.

Participants

The course will have a maximum of 18 people who will be selected based on the type of business they are in and their job role to ensure a thorough mix of industries, ideas and experience.

Tutor inputs will be aimed at giving direction and guidance to ensure effective learning, skill enhancement and attitudes to move with the times. The presentation of each programme will use the most modern techniques, materials and equipment.

Delegates are encouraged to bring their own data as well as use that provided.

Who should attend?

Managers who need to improve decision making and planning skills and those responsible for capital investment. Sales and marketing managers who need to demonstrate sound buying decisions

Delegates should, ideally, have 3-5 years business experience, have budget responsibility and be involved with those who hold financial control in their organisations. A working knowledge of Microsoft Excel® is essential.

Instructor

Course Leader: Bill Levell

Bill Levell is a principal consultant at the Chartered Institute of Marketing (the world’s largest professional body for marketers) where he specializes in Marketing, Sales, and Business Strategy. He is the longest serving Faculty Director having been there for over 30 years.

His personal clients include Citibank, British Airways, Siemens and the UK Government who regard him as a vital channel in the development of their business strategy and practical implementation of their marketing and sales plans.

Bill’s own corporate career began in front line sales and grew to take senior appointments at Management and Board level both as Marketing Director and then Managing Director of a UK listed £350m turnover company.

His reputation is founded on a combination of very practical experience (spanning many markets and industries) and the ability to think outside of current business boundaries. He regularly assists with the development of creative opportunities for businesses and is regarded as an important catalyst in strategic management thinking. He is well known for his design and implementation of process consultancy and training programmes, which are both highly practical and stimulating. His wide experience and ability to relate to many situations across a range of markets make his contributions invaluable and easily assimilated.

Bill is passionate about training and his knowledge, experience, creativity and sense of fun combined with his highly interactive and participative style of delivery and facilitation are consistently appreciated as an opportunity to unlock the potential of the delegates who attend his courses.