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A new location is a major commitment of time and money with the potential to expand a company’s business and increase profits. New locations also come with risks. Sales may be lower than expected while costs are higher. The new location may pull more resources from existing operations and strategy than anticipated. Could we have better anticipated this?

In this course, I’ll:

  • Explore some of the key financial considerations when opening a new location.
  • Describe how to project common revenue and expense items for a new location.
  • Explain how to build a net contribution and cash flow forecast.
  • Illustrate analysis methods like breakeven analysis and scenario analysis
  • Demonstrate scenario analysis and sensitivity analysis with Excel’s Goal Seek, Scenario Manager, and Data Table functions
  • Define common metrics like NPV, IRR, and Time to Breakeven. I’ll show multiple ways to analyze this in Excel. For Excel gurus, you can do this yourself. For others, this gives you an idea of what an accountant, analyst, or consultant can do for you.
  • Reveal common decision mistakes people make when analyzing new locations and how to avoid these mistakes.

This course is focused on the financial analysis of the location and how a new location fits financially into a company’s larger strategy. Some things I don’t cover or don’t cover in detail in this course:

  • Merger and Acquisition (M&A) Analysis
  • Analyzing where to locate the store or new location
  • Detailed financial accounting entries and financial statement disclosure
  • Tax considerations and treatment. I will briefly mention some relevant tax items like cost segregation studies.
Analyzing Whether to Add New Locations - Capital Budgeting (4 Hrs)
A/B
Suggested Courses

A new location is a major commitment of time and money with the potential to expand a company’s business and increase profits. New locations also come with risks. Sales may be lower than expected while costs are higher. The new location may pull more resources from existing operations and strategy than anticipated. Could we have better anticipated this?

In this course, I’ll:

  • Explore some of the key financial considerations when opening a new location.
  • Describe how to project common revenue and expense items for a new location.
  • Explain how to build a net contribution and cash flow forecast.
  • Illustrate analysis methods like breakeven analysis and scenario analysis
  • Demonstrate scenario analysis and sensitivity analysis with Excel’s Goal Seek, Scenario Manager, and Data Table functions
  • Define common metrics like NPV, IRR, and Time to Breakeven. I’ll show multiple ways to analyze this in Excel. For Excel gurus, you can do this yourself. For others, this gives you an idea of what an accountant, analyst, or consultant can do for you.
  • Reveal common decision mistakes people make when analyzing new locations and how to avoid these mistakes.

This course is focused on the financial analysis of the location and how a new location fits financially into a company’s larger strategy. Some things I don’t cover or don’t cover in detail in this course:

  • Merger and Acquisition (M&A) Analysis
  • Analyzing where to locate the store or new location
  • Detailed financial accounting entries and financial statement disclosure
  • Tax considerations and treatment. I will briefly mention some relevant tax items like cost segregation studies.
Analyzing Whether to Add New Locations - Capital Budgeting (4 Hrs)
Recent Searches
No recent searches found.
Similar Courses

A new location is a major commitment of time and money with the potential to expand a company’s business and increase profits. New locations also come with risks. Sales may be lower than expected while costs are higher. The new location may pull more resources from existing operations and strategy than anticipated. Could we have better anticipated this?

In this course, I’ll:

  • Explore some of the key financial considerations when opening a new location.
  • Describe how to project common revenue and expense items for a new location.
  • Explain how to build a net contribution and cash flow forecast.
  • Illustrate analysis methods like breakeven analysis and scenario analysis
  • Demonstrate scenario analysis and sensitivity analysis with Excel’s Goal Seek, Scenario Manager, and Data Table functions
  • Define common metrics like NPV, IRR, and Time to Breakeven. I’ll show multiple ways to analyze this in Excel. For Excel gurus, you can do this yourself. For others, this gives you an idea of what an accountant, analyst, or consultant can do for you.
  • Reveal common decision mistakes people make when analyzing new locations and how to avoid these mistakes.

This course is focused on the financial analysis of the location and how a new location fits financially into a company’s larger strategy. Some things I don’t cover or don’t cover in detail in this course:

  • Merger and Acquisition (M&A) Analysis
  • Analyzing where to locate the store or new location
  • Detailed financial accounting entries and financial statement disclosure
  • Tax considerations and treatment. I will briefly mention some relevant tax items like cost segregation studies.
Analyzing Whether to Add New Locations - Capital Budgeting (4 Hrs)
Suggested Courses

A new location is a major commitment of time and money with the potential to expand a company’s business and increase profits. New locations also come with risks. Sales may be lower than expected while costs are higher. The new location may pull more resources from existing operations and strategy than anticipated. Could we have better anticipated this?

In this course, I’ll:

  • Explore some of the key financial considerations when opening a new location.
  • Describe how to project common revenue and expense items for a new location.
  • Explain how to build a net contribution and cash flow forecast.
  • Illustrate analysis methods like breakeven analysis and scenario analysis
  • Demonstrate scenario analysis and sensitivity analysis with Excel’s Goal Seek, Scenario Manager, and Data Table functions
  • Define common metrics like NPV, IRR, and Time to Breakeven. I’ll show multiple ways to analyze this in Excel. For Excel gurus, you can do this yourself. For others, this gives you an idea of what an accountant, analyst, or consultant can do for you.
  • Reveal common decision mistakes people make when analyzing new locations and how to avoid these mistakes.

This course is focused on the financial analysis of the location and how a new location fits financially into a company’s larger strategy. Some things I don’t cover or don’t cover in detail in this course:

  • Merger and Acquisition (M&A) Analysis
  • Analyzing where to locate the store or new location
  • Detailed financial accounting entries and financial statement disclosure
  • Tax considerations and treatment. I will briefly mention some relevant tax items like cost segregation studies.
Analyzing Whether to Add New Locations - Capital Budgeting (4 Hrs)
Course Details

Financial Essentials for Nonprofit Managers - v13 (Course Id 1781)

Updated / QAS / Registry
  Add to Cart 
Author : Jae K. Shim, Ph.D., CPA
Course Length : Pages: 184 ||| Review Questions: 59 ||| Final Exam Questions: 60
CPE Credits : 12.0
IRS Credits : 0
Price : $103.95
Passing Score : 70%
Course Type: NASBA QAS - Text - NASBA Registry
Technical Designation: Technical
Primary Subject-Field Of Study:

Finance - Finance for Course Id 1781

Description :

Managers of nonprofit organizations (NPOs) generally are not skilled in financial matters.  Or, managers may be preoccupied with its welfare objectives and fund raising and ignore the operations efficiency and operating cost controls.  A series of appropriate questions that nonprofit financial managers must address in connection with an organization’s financial condition and activity include: 1. Do we have a profit or a loss?  2.  Do we have sufficient reserves?  3.  Are we liquid?  4.  Do we have strong internal controls?  5.  Are we operating efficiently?  6.  Are we meeting our budget?  7.  Are our programs valid?  8.  Are we competing successfully? 9. Is our prioritizing of programs and activities reasonable? The course is an attempt to help answer these questions. 

Usage Rank : 24074
Release : 2023
Version : 1.0
Prerequisites : None.
Experience Level : Overview
Additional Contents : Complete, no additional material needed.
Additional Links :
Advance Preparation : None.
Delivery Method : QAS Self Study
Intended Participants : Anyone needing Continuing Professional Education (CPE).
Revision Date : 12-Jan-2024
NASBA Course Declaration : Participants must complete the final examination within one year of purchase and with a minimum passing grade of 70% or better to receive CPE credit unless otherwise noted on the Course History page (i.e. California Ethics must score 90% or better). After logging in click on the Course History links on your My Courses page for the Begin date and Expire date for the Final Exam.
Approved Audience :

NASBA QAS - Text - NASBA Registry - 1781

Keywords : Finance, Financial, Essentials, Nonprofit, Managers, v13, cpe, cpa, online course
Learning Objectives :

Chapter 1
Fundamentals for Nonprofits

After studying this chapter, you will be able to:
    1. Recognize financing options available to NPOs
    2. Identify different cost types and classification for NPOs
    3. Recognize costs that are relevant to nonprofit decision making

Chapter 2
Accounting Concepts and Principles

After studying this chapter, you will be able to:
    1. Recognize the accounting method used by NPOs
    2. Identify the processes of budget recording and accountability
    3. Distinguish between a contribution and an exchange transaction
    4. Distinguishing between conditional and unconditional contributions

Chapter 3
Cost-Volume-Revenue Analysis

After studying this chapter, you will be able to:
    1. Identify the concepts answered by Cost-Volume-Revenue (CVR) analysis
    2. Differentiate among the methods to analyze financial statements
    3. Recognize components of the break even analysis

Chapter 4
Financial Statement Analysis and Performance Measurement

After studying this chapter, you will be able to:
    1. Recognize different examples of trend analysis
    2. Identify objectives in analyzing the statement of activities and different performance measures

Chapter 5
Forecasting Methods

After studying this chapter, you will be able to:
    1. Identify different examples of qualitative and quantitative forecasting methodology

Chapter 6
Budgeting Process

After studying this chapter, you will be able to:
    1. Identify the various types of budgets
    2. Recognize the characteristics of different budgets and how to measure their effectiveness

Chapter 7
Efficiency and Cost Control

After studying this chapter, you will be able to:
    1. Recognize the elements and characteristics of Zero Base Budgeting (ZBB)
    2. Identify the characteristics and the time considerations of program budgeting process

Chapter 8
Cost Predication and Performance Evaluation

After studying this chapter, you will be able to:
    1. Identify how cost behavior and variance analysis can assist with the budgeting process
    2. Calculate different costs and variances for the budgeting process

Chapter 9
Management Control of Revenue and Expense

After studying this chapter, you will be able to:
    1. Recognize use of mission centers and service centers for NPOs
    2. Identify the role of the contribution approach to cost allocation for measuring performance of responsibility centers
    3. Recognize how cost allocations can affect performance metrics for managerial control

Chapter 10
Financing Techniques

After studying this chapter, you will be able to:
    1. Calculate costs associated with different sources financing
    2. Estimate future NPO budgets based on past donations
    3. Differentiate between fixed, variable and semi-variable costs
    4. Calculate the cost of long-term debt financing

Chapter 11
Working Capital Technique

After studying this chapter, you will be able to:
    1. Identify examples of the various cash models available
    2. Recognize costs that impact working capital
    3. Differentiate between investment objectives
    4. Identify different financial instruments available for investing surplus funds

Chapter 12
Cost Allocation

After studying this chapter, you will be able to:
    1. Recognize the purpose for allocating service center costs to mission centers
    2. Differentiate among cost allocation techniques using the direct method, step-down (two-stage) method, and reciprocal method
    3. Identify the benefits of activity-based costing (ABC) and some factors that can be used in ABC

Chapter 13
Decision-Making Models

After studying this chapter, you will be able to:
    1. Compute the present values and pay-back periods in a make or buy decision.
    2. Identify different types of investment instruments and financial models.
Course Contents :

Chapter 1:    Fundamentals for Nonprofits

Learning Objectives

Overview

Characteristics of Nonprofits

Cost Management

Chapter 1 Review Questions

Chapter 2:    Accounting Concepts and Principles

Learning Objectives

Overview

Contributions Received

Financial Statement Presentation

Fund Accounting

Accounting by Specific Nonprofits

Budget Recording and Accountability

Chapter 2 Review Questions

Chapter 3:    Cost-Volume-Revenue Analysis

Learning Objectives

The Mechanics of CVR

Break-Even Analysis

What-If Analysis

Other Matters

Chapter 3 Review Questions

Chapter 4:    Financial Statement Analysis and Performance  Measurement

Learning Objectives

Financial Analysis

Performance Analysis

Warning Signs of Potential Failure

Case Study: Financial Statement Analysis

Chapter 4 Review Questions

Chapter 5:    Forecasting Methods

Learning Objectives

Overview

The Qualitative Approach

The Quantitative Approach

Chapter 5 Review Questions

Chapter 6:    Budgeting Process

Learning Objectives

Overview

Types of Budgets

Budget Appraisal

Budget Variance

Budgetary Control

Budgeting for Specific NPOs

Chapter 6 Review Questions

Chapter 7:    Efficiency and Cost Control

Learning Objectives

Zero Base Budgeting

Program Budgeting

Chapter 7 Review Questions

Chapter 8:    Cost Predication and Performance Evaluation

Learning Objectives

Cost Behavior Analysis

Flexible Budgeting

Variance Analysis

Chapter 8 Review Questions

Chapter 9:    Management Control of  Revenue and Expense

Learning Objectives

Responsibility Accounting

Segmental Reporting

Chapter 9 Review Questions

Chapter 10:    Financing Techniques

Learning Objectives

Funding Sources

Fund Raising Policies and Procedures

Grants and Contracts

Bank Loans

Chapter 10 Review Questions

Chapter 11:    Working Capital Technique

Learning Objectives

Cash Management

Receivables

Inventory Management

Investment Strategies

Chapter 11 Review Questions

Chapter 12:    Cost Allocation

Learning Objectives

Cost Finding

Service Center Costs Allocation

Activity-Based Costing

Number of claims filed

Chapter 12 Review Questions

Chapter 13:    Decision-Making Models

Learning Objectives

Make-or-Buy

Add-or-Drop a Program

Capital Budgeting

Lease vs. Purchase

Financial Modeling

Time Value Tables

Chapter 13 Review Questions

Glossary

CPE Finance Course: https://www.cpethink.com/cpe-for-cpas
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