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Profitability Optimisation and Turn-Around Management

Navigator Consulting Group and the Cyprus Chamber of Commerce & Industry are organising a training programme on profit optimisation and turn-around management, which will take place in Nicosia on June 1-2 at the Hilton Park Hotel.  

The global economic crisis which started in 2008 shows signs of subsiding in Cyprus, and a small economic recovery is underway. Yet the impacts of the crisis, together with the wider economic changes affecting Cyprus, will been long-lasting, particularly on small enterprises struggling to regain lost competitiveness and profitability.

Navigator Consulting Group and the Cyprus Chamber of Commerce & Industry are organising a training programme on profit optimisation and turn-around management, which will take place in Nicosia on June 1-2 at the Hilton Park Hotel.

This training programme is intended to address the root causes of declining enterprise performance among small businesses in Cyprus. The agenda includes 2 days of classroom training and a one-day consultation per company. The consultation is an opportunity to apply the subjects of the training to the specific conditions and situation of the participating company.

Only small companies, i.e. those with up to 50 employees, are eligible for participation in this programme.

For registration information, please contact Mr. Christos Tanteles, Cyprus Chamber of Commerce & Industry: tel. 22-889-715.

Among the topics to be addressed include:

Selling in Declining Markets

  • Roots and impact of the current economic crisis, 2008-2009-2010
  • Prospects for the recovery
  • Long-term challenges affecting profitability and small business
  • Adapting to low-margin, low-growth environments
  • Sustainable sales practises and business processes

Value Stream Mapping: From Raw Materials to Final Consumption

  • Defining and mapping the value stream – process
  • Value stream mapping – financial aspects and value added
  • Other aspects of organisational and business process analysis
  • Other key indicators: speed, processing steps, defects, quality, etc.

Understanding Customer Sales, Profitability and General Profit-Loss

  • Defining “good” and “bad” customers
  • Understanding the corporate profit-loss statement
  • Methods for measuring sales & gross profitability per customer

Measuring the Cost of Sales

  • Modelling workflow in a company: what steps create costs?
  • Calculating average break-even per order; per delivery
  • Differentiating statutory P/L statement
  • Allocating overheads by work share, SKU orders, other metrics

Turn-Around Management Diagnosis

  • Defining the current status of profitability and business
  • Outlining options for change – defining a turn around mgmt plan
  • Sales and pricing scenarios and sensitivities
  • Changing operations and business processes
  • Developing management consensus

Customer Segmentation and Pathways to Change

  • Non-financial segmentation (potential vs. attractiveness)
  • Financial segmentation (Pareto, A-B-C, x-y-z)
  • Purchase characteristics and profiling
  • Contract – order variability and sensitivities
  • Relating sales and order profitability to turn around management – key indicators and means of optimising profits

Optimising Production and Industrial Operations

  • Producing to order
  • Lean and “Semi-Lean” manufacturing principles
  • New methods of shared cost manufacturing
  • Optimising profitability in manufacturing – relation with the turn-around management plan and key indicators.

Optimising Distribution and Logistics Operations

  • Physical Structure of Inventory Management
  • Shelf Space, Positioning, Flow
  • Stock Picking / Merchandising Planning
  • Delivery Effectiveness
  • Delivery Schedules and Route Planning
  • Relating distribution and logistics to the turn-around management plan and means of optimising profitability