Through this 100% online Advanced master’s degree, you will direct the financial strategy of companies and guarantee the sustainable growth of organizations”

Financial management has become an essential component for the success and sustainability of organizations in an increasingly complex and globalized economic environment. In this context, senior management and strategic accounting play a fundamental role in making key decisions that guarantee the long-term stability and growth of companies. For this reason, specialists need to have a solid understanding of financial planning, financial statement analysis and risk management can make a difference in the competitiveness of organizations.

With this idea in mind, TECH has developed a revolutionary Advanced master’s degree in Senior Financial Management, Expert Accountant. Designed by leading experts in the field, the educational program will delve into subjects ranging from the viability of investment projects or management accounting to optimize strategic decision making to the fundamentals of current international regulations. In this way, graduates will develop the necessary skills to lead the Financial Management of organizations, efficiently managing resources, analyzing the viability of investment projects and applying regulations to guarantee compliance and the optimization of accounting processes.

Furthermore, this program is based completely on a 100% online modality, making it easier for specialists to plan their own study schedules and to experience a completely efficient update. In addition, professionals will enjoy a wide variety of multimedia resources aimed at promoting a dynamic and natural knowledge update. To access the Virtual Campus, all professionals will need is a device with an Internet connection (including their own cell phone). They will also have the support of an experienced teaching staff at all times, who will resolve any doubts that may arise during their syllabus. In addition, a renowned International Guest Director will deliver intensive Masterclasses.

A prestigious International Guest Director will offer comprehensive Masterclasses to delve into the latest trends in Senior Financial Management and Expert Accounting”

This Advanced master’s degree in Senior Financial Management, Expert Accountant contains the most complete and up-to-date program on the market. The most important features include:

• The development of case studies presented by experts in Senior Financial Management, Expert Accountant
• The graphic, schematic, and practical contents with which they are created, provide scientific and practical information on the disciplines that are essential for professional practice
• Practical exercises where self-assessment can be used to improve learning
• Special emphasis on innovative methodologies in Senior Financial Management, Expert Accountant
• Theoretical lessons, questions to the expert, debate forums on controversial topics, and individual reflection assignments
• Content that is accessible from any fixed or portable device with an Internet connection

You will analyze financial statements with precision using tools such as ratios, profitability analysis and liquidity”

Its teaching staff includes professionals from the fields of senior financial management and expert accounting, who bring their work experience to the program, as well as renowned specialists from leading companies and prestigious universities.

The multimedia content, developed with the latest educational technology, will provide the professional with situated and contextual learning, i.e., a simulated environment that will provide an immersive learning experience designed to prepare for real-life situations.

This program is designed around Problem-Based Learning, whereby the student must try to solve the different professional practice situations that arise throughout the program. For this purpose, the professional will be assisted by an innovative interactive video system created by renowned and experienced experts.

You are looking at a university program that is flexible and compatible with your daily responsibilities. Enroll now!"

The Relearning system applied by TECH in its programs reduces the long hours of study so frequent in other teaching methods"

The teaching materials that make up this Advanced master’s degree have been developed by a group made up of experts in Senior Financial Management, Expert Accountant. Thanks to this, the syllabus will delve into issues ranging from advanced accounting and the viability of investment projects to strategies for the early identification of a wide variety of financial risks.

You will develop leadership skills to motivate multidisciplinary work teams towards the achievement of strategic financial objectives”

Module 1. Leadership, Ethics and Social Responsibility in Companies

1.1. Globalization and Governance

1.1.1. Governance and Corporate Governance
1.1.2. The Fundamentals of Corporate Governance in Companies
1.1.3. The Role of the Board of Directors in the Corporate Governance Framework

1.2. Leadership

1.2.1. Leadership. A Conceptual Approach
1.2.2. Leadership in Companies
1.2.3. The Importance of Leaders in Business Management

1.3. Cross-Cultural Management

1.3.1. Cross-Cultural Management Concept
1.3.2. Contributions to Knowledge of National Cultures
1.3.3. Diversity Management

1.4. Management and Leadership Development

1.4.1. Concept of Management Development
1.4.2. Concept of Leadership
1.4.3. Leadership Theories
1.4.4. Leadership Styles
1.4.5. Intelligence in Leadership
1.4.6. The Challenges of Today's Leader

1.5. Business Ethics

1.5.1. Ethics and Morals
1.5.2. Business Ethics
1.5.3. Leadership and Ethics in Companies

1.6. Sustainability

1.6.1. Sustainability and Sustainable Development
1.6.2. The 2030 Agenda
1.6.3. Sustainable Companies

1.7. Corporate Social Responsibility

1.7.1. International Dimensions of Corporate Social Responsibility
1.7.2. Implementing Corporate Social Responsibility
1.7.3. The Impact and Measurement of Corporate Social Responsibility

1.8. Responsible Management Systems and Tools

1.8.1. CSR: The Corporate Social Responsibility
1.8.2. Essential Aspects for Implementing a Responsible Management Strategy
1.8.3. Steps for the Implementation of a Corporate Social Responsibility Management System
1.8.4. CSR Tools and Standards

1.9. Multinationals and Human Rights

1.9.1. Globalization, Multinational Companies and Human Rights
1.9.2. Multinational Corporations and International Law
1.9.3. Legal Instruments for Multinationals in the Area of Human Rights

1.10. Legal Environment and Corporate Governance

1.10.1. International Rules on Importation and Exportation
1.10.2. Intellectual and Industrial Property
1.10.3. International Labor Law

Module 2. Strategic Direction and Executive Management

2.1. Organizational Analysis and Design

2.1.1. Conceptual Framework
2.1.2. Key Elements in Organizational Design
2.1.3. Basic Organizational Models
2.1.4. Organizational Design: Typology

2.2. Corporate Strategy

2.2.1. Competitive Corporate Strategy
2.2.2. Growth Strategies: Typology
2.2.3. Conceptual Framework

2.3. Strategic Planning and Strategy Formulation

2.3.1. Conceptual Framework
2.3.2. Elements of Strategic Planning
2.3.3. Strategy Formulation: Process of Strategic Planning

2.4. Strategic Thinking

2.4.1. The Company as a System
2.4.2. Organization Concept

2.5. Financial Diagnosis

2.5.1. Concept of Financial Diagnosis
2.5.2. Stages of Financial Diagnosis
2.5.3. Assessment Methods for Financial Diagnosis

2.6. Planning and Strategy

2.6.1. The Plan from a Strategy
2.6.2. Strategic Positioning
2.6.3. Strategy in Companies

2.7. Strategy Models and Patterns

2.7.1. Conceptual Framework
2.7.2. Strategic Models
2.7.3. Strategic Patterns: The Five P’s of Strategy

2.8. Competitive Strategy

2.8.1. Competitive Advantage
2.8.2. Choosing a Competitive Strategy
2.8.3. Strategies based on the Strategic Clock Model
2.8.4. Types of Strategies according to the Industrial Sector Life Cycle

2.9. Strategic Management

2.9.1. The Concept of Strategy
2.9.2. The Process of Strategic Management
2.9.3. Approaches in Strategic Management

2.10. Strategy Implementation

2.10.1. Indicator Systems and Process Approach
2.10.2. Strategic Map
2.10.3. Strategic Alignment

2.11. Executive Management

2.11.1. Conceptual Framework of Executive Management
2.11.2. Executive Management. The Role of the Board of Directors and Corporate Management Tools

2.12. Strategic Communication

2.12.1. Interpersonal Communication
2.12.2. Communication Skills and Influence
2.12.3. Internal Communication
2.12.4. Barriers to Business Communication

Module 3. People and Talent Management

3.1. Organizational Behavior

3.1.1. Organizational Behavior. Conceptual Framework
3.1.2. Main Factors of Organizational Behavior

3.2. People in Organizations

3.2.1. Quality of Work Life and Psychological Well-Being
3.2.2. Work Teams and Meeting Management
3.2.3. Coaching and Team Management
3.2.4. Managing Equality and Diversity

3.3. Strategic People Management

3.3.1. Strategic Management and Human Resources
3.3.2. Strategic People Management

3.4. Evolution of Resources. An Integrated Vision

3.4.1. The Human Resources Importance
3.4.2. A New Environment for People Management and Leadership
3.4.3. Strategic Human Resources Management

3.5. Selection, Group Dynamics and Human Resources Recruitment

3.5.1. Approach to Recruitment and Selection
3.5.2. Recruitment
3.5.3. The Selection Process

3.6. Human Resources Management by Competencies

3.6.1. Analysis of the Potential
3.6.2. Remuneration Policy
3.6.3. Career/Succession Planning

3.7. Performance Evaluation and Performance Management

3.7.1. Performance Management
3.7.2. Performance Management: Objectives and Process

3.8. Training Management

3.8.1. Learning Theories
3.8.2. Talent Detection and Retention
3.8.3. Gamification and Talent Management
3.8.4. Training and Professional Obsolescence

3.9. Talent Management

3.9.1. Keys for Positive Management
3.9.2. Conceptual Origin of Talent and its Implication in the Company
3.9.3. Map of Talent in the Organization
3.9.4. Cost and Added Value

3.10. Innovation in Talent and People Management

3.10.1. Strategic Talent Management Models
3.10.2. Talent Identification, Training and Development
3.10.3. Loyalty and Retention
3.10.4. Proactivity and Innovation

3.11. Motivation

3.11.1. The Nature of Motivation
3.11.2. Expectations Theory
3.11.3. Needs Theory
3.11.4. Motivation and Financial Compensation

3.12. Employer Branding

3.12.1. Employer Branding in Human Resources
3.12.2. Personal Branding for Human Resources Professionals

3.13. High-Performance Teams Development

3.13.1. High-Performance Teams: Self-Managed Teams
3.13.2. Methodologies for the Management of High-Performance Self-Managed Teams

3.14. Management Skills Development

3.14.1. What are Manager Competencies?
3.14.2. Elements of Competencies
3.14.3. Knowledge
3.14.4. Management Skills
3.14.5. Attitudes and Values in Managers
3.14.6. Managerial Skills

3.15. Time Management

3.15.1. Benefits
3.15.2. What Can be the Causes of Poor Time Management?
3.15.3. Time
3.15.4. Time Illusions
3.15.5. Attention and Memory
3.15.6. State of Mind
3.15.7. Time Management
3.15.8. Being Proactive
3.15.9. Be Clear About the Objective
3.15.10. Order
3.15.11. Planning

3.16. Change Management

3.16.1. Change Management
3.16.2. Type of Change Management Processes
3.16.3. Stages or Phases in the Change Management Process

3.17. Negotiation and Conflict Management

3.17.1. Negotiation
3.17.2. Conflict Management
3.17.3. Crisis Management

3.18. Executive Communication

3.18.1. Internal and External Communication in the Corporate Environment
3.18.2. Communication Departments
3.18.3. The Person in Charge of Communication of the Company. The Profile of the Dircom

3.19. Human Resources Management and Occupational Hazard Prevention Teams

3.19.1. Management of Human Resources and Teams
3.19.2. Occupational Risk Prevention

3.20. Productivity, Attraction, Retention and Activation of Talent

3.20.1. Productivity
3.20.2. Talent Attraction and Retention Levers

3.21. Monetary Compensation Vs. Non-Monetary

3.21.1. Monetary Compensation Vs. Non-Monetary
3.21.2. Wage Band Models
3.21.3. Non-Monetary Compensation Models
3.21.4. Working Model
3.21.5. Corporate Community
3.21.6. Company Image
3.21.7. Emotional Salary

3.22. Innovation in Talent and People Management

3.22.1. Innovation in Organizations
3.22.2. New Challenges in the Human Resources Department
3.22.3. Innovation Management
3.22.4. Tools for Innovation

3.23. Knowledge and Talent Management

3.23.1. Knowledge and Talent Management
3.23.2. Knowledge Management Implementation

3.24. Transforming Human Resources in the Digital Era

3.24.1. The Socioeconomic Context
3.24.2. New Forms of Corporate Organization
3.24.3. New Methodologies

Module 4. Economic and Financial Management

4.1. Economic Environment

4.1.1. Macroeconomic Environment and the National Financial System
4.1.2. Financial Institutions
4.1.3. Financial Markets
4.1.4. Financial Assets
4.1.5. Other Financial Sector Entities

4.2. Company Financing

4.2.1. Sources of Financing
4.2.2. Types of Financing Costs

4.3. Executive Accounting

4.3.1. Basic Concepts
4.3.2. The Company's Assets
4.3.3. The Company's Liabilities
4.3.4. The Company's Net Worth
4.3.5. The Income Statement

4.4. Management Accounting to Cost Accounting

4.4.1. Elements of Cost Calculation
4.4.2. Expenses in General Accounting and Cost Accounting
4.4.3. Costs Classification

4.5. Information Systems and Business Intelligence

4.5.1. Fundamentals and Classification
4.5.2. Cost Allocation Phases and Methods
4.5.3. Choice of Cost Center and Impact

4.6. Budget and Management Control

4.6.1. The Budget Model
4.6.2. The Capital Budget
4.6.3. The Operating Budget
4.6.5. Treasury Budget
4.6.6. Budget Monitoring

4.7. Treasury Management

4.7.1. Accounting Working Capital and Necessary Working Capital
4.7.2. Calculation of Operating Cash Requirements
4.7.3. Credit Management

4.8. Corporate Tax Responsibility

4.8.1. Basic Tax Concepts
4.8.2. Corporate Income Tax
4.8.3. Value Added Tax
4.8.4. Other Taxes Related to Commercial Activity
4.8.5. The Company as a Facilitator of the Work of the State

4.9. Corporate Control Systems

4.9.1. Analysis of Financial Statements
4.9.2. The Company's Balance Sheet
4.9.3. The Profit and Loss Statement
4.9.4. The Statement of Cash Flows
4.9.5. Ratio Analysis

4.10. Financial Management

4.10.1. The Company's Financial Decisions
4.10.2. Financial Department
4.10.3. Cash Surpluses
4.10.4. Risks Associated with Financial Management
4.10.5. Financial Administration Risk Management

4.11. Financial Planning

4.11.1. Definition of Financial Planning
4.11.2. Actions to be Taken in Financial Planning
4.11.3. Creation and Establishment of the Business Strategy
4.11.4. The Cash Flow Table
4.11.5. The Working Capital Table

4.12. Corporate Financial Strategy

4.12.1. Corporate Strategy and Sources of Financing
4.12.2. Financial Products for Corporate Financing

4.13. Macroeconomic Context

4.13.1. Macroeconomic Context
4.13.2. Relevant Economic Indicators
4.13.3. Mechanisms for the Control of Macroeconomic Magnitudes
4.13.4. Economic Cycles

4.14. Strategic Financing

4.14.1. Self-Financing
4.14.2. Increase in Equity
4.14.3. Hybrid Resources
4.14.4. Financing Through Intermediaries

4.15. Money and Capital Markets

4.15.1. The Money Market
4.15.2. The Fixed Income Market
4.15.3. The Equity Market
4.15.4. The Foreign Exchange Market
4.15.5. The Derivatives Market

4.16. Financial Analysis and Planning

4.16.1. Analysis of the Balance Sheet
4.16.2. Analysis of the Income Statement
4.16.3. Profitability Analysis

4.17. Analyzing and Solving Cases/Problems

4.17.1. Financial Information on Industria de Diseño y Textil, S.A. (INDITEX)

Module 5. Operations and Logistics Management

5.1. Operations Direction and Management

5.1.1. The Role of Operations
5.1.2. The Impact of Operations on the Management of Companies
5.1.3. Introduction to Operations Strategy
5.1.4. Operations Management

5.2. Industrial Organization and Logistics

5.2.1. Industrial Organization Department
5.2.2. Logistics Department

5.3. Structure and Types of Production (MTS, MTO, ATO, ETO...)

5.3.1. Production System
5.3.2. Production Strategy
5.3.3. Inventory Management System
5.3.4. Production Indicators

5.4. Structure and Types of Procurement

5.4.1. Function of Procurement
5.4.2. Procurement Management
5.4.3. Types of Purchases
5.4.4. Efficient Purchasing Management of a Company
5.4.5. Stages of the Purchase Decision Process

5.5. Economic Control of Purchasing

5.5.1. Economic Influence of Purchases
5.5.2. Cost Centers
5.5.3. Budget
5.5.4. Budgeting vs. Actual Expenditure
5.5.5. Budgetary Control Tools

5.6. Warehouse Operations Control

5.6.1. Inventory Control
5.6.2. Location Systems
5.6.3. Stock Management Techniques
5.6.4. Storage Systems

5.7. Strategic Purchasing Management

5.7.1. Business Strategy
5.7.2. Strategic Planning
5.7.3. Purchasing Strategies

5.8. Typologies of the Supply Chain Management (SCM)

5.8.1. Supply Chain
5.8.2. Benefits of Supply Chain Management
5.8.3. Logistical Management in the Supply Chain

5.9. Supply Chain Management

5.9.1. The Concept of Management of the Supply Chain (SCM)
5.9.2. Costs and Efficiency of the Operations Chain
5.9.3. Demand Patterns
5.9.4. Operations Strategy and Change

5.10. Interactions Between the SCM and All Other Departments

5.10.1. Interaction of the Supply Chain
5.10.2. Interaction of the Supply Chain. Integration by Parts
5.10.3. Supply Chain Integration Problems
5.10.4. Supply Chain

5.11. Logistics Costs

5.11.1. Logistics Costs
5.11.2. Problems with Logistics Costs
5.11.3. Logistic Costs Optimization

5.12. Profitability and Efficiency of Logistics Chains: KPIS

5.12.1. Logistics Chain
5.12.2. Profitability and Efficiency of the Logistics Chain
5.12.3. Indicators of Profitability and Efficiency of the Supply Chain

5.13. Process Management

5.13.1. Process Management
5.13.2. Process Based Focus: Business Process Mapping
5.13.3. Improvements in Process Management

5.14. Distribution and Transportation Logistics

5.14.1. Distribution in the Supply Chain
5.14.2. Transportation Logistics
5.14.3. Geographic Information Systems as a Support to Logistics

5.15. Logistics and Customers

5.15.1. Demand Analysis
5.15.2. Demand and Sales Forecast
5.15.3. Sales and Operations Planning
5.15.4. Collaborative Planning, Forecasting and Replenishment Planning (CPFR)

5.16. International Logistics

5.16.1. Export and Import Processes
5.16.2. Customs
5.16.3. Methods and Means of International Payment
5.16.4. International Logistics Platforms

5.17. Outsourcing of Operations

5.17.1. Operations Management and Outsourcing
5.17.2. Outsourcing Implementation in Logistics Environments

5.18. Competitiveness in Operations

5.18.1. Operations Management
5.18.2. Operational Competitiveness
5.18.3. Operations Strategy and Competitive Advantages

5.19. Quality Management

5.19.1. Internal and External Customers
5.19.2. Quality Costs
5.19.3. Ongoing Improvement and the Deming Philosophy

Module 6. Information Systems Management

6.1. Technological Environment

6.1.1. Technology and Globalization
6.1.2. Economic Environment and Technology
6.1.3. Technological Environment and its Impact on Companies

6.2. Information Systems in Companies

6.2.1. The Evolution of the IT Model
6.2.2. Organization and IT Departments
6.2.3. Information Technology and Economic Environment

6.3. Corporate Strategy and Technology Strategy

6.3.1. Creating Value for Customers and Shareholders
6.3.2. Strategic IS/IT Decisions
6.3.3. Corporate Strategy vs Technological and Digital Strategy

6.4. Information Systems Management

6.4.1. Corporate Governance of Technology and Information Systems
6.4.2. Management of Information Systems in Companies
6.4.3. Expert Managers in Information Systems: Roles and Functions

6.5. Information Technology Strategic Planning

6.5.1. Information Systems and Corporate Strategy
6.5.2. Strategic Planning of Information Systems
6.5.3. Phases of Information Systems Strategic Planning

6.6. Information Systems for Decision Making

6.6.1. Business Intelligence
6.6.2. Data Warehouse
6.6.3. Balanced Scorecard (BSC)

6.7. Exploring the Information

6.7.1. SQL: Relational Databases. Basic Concepts
6.7.2. Networks and Communications
6.7.3. Operational System: Standardized Data Models
6.7.4. Strategic System: OLAP, Multidimensional Model and Graphical Dashboards
6.7.5. Strategic DB Analysis and Report Composition

6.8. Enterprise Business Intelligence

6.8.1. The World of Data
6.8.2. Relevant Concepts
6.8.3. Main Characteristics
6.8.4. Solutions in Today's Market
6.8.5. Overall Architecture of a BI Solution
6.8.6. Cybersecurity in BI and Data Science

6.9. New Business Concept

6.9.1. Why BI?
6.9.2. Obtaining Information
6.9.3. BI in the Different Departments of the Company
6.9.4. Reasons to Invest in BI

6.10. BI Tools and Solutions

6.10.1. How to Choose the Best Tool?
6.10.2. Microsoft Power BI, MicroStrategy y Tableau
6.10.3. SAP BI, SAS BI and Qlikview
6.10.4. Prometheus

6.11. BI Project Planning and Management

6.11.1. First Steps to Define a BI Project
6.11.2. BI Solution for the Company
6.11.3. Requirements and Objectives

6.12. Corporate Management Applications

6.12.1. Information Systems and Corporate Management
6.12.2. Applications for Corporate Management
6.12.3. Enterpise Resource Planning Systems or ERP

6.13. Digital Transformation

6.13.1. Conceptual Framework of Digital Transformation
6.13.2. Digital Transformation; Key Elements, Benefits and Drawbacks
6.13.3. Digital Transformation in Companies

6.14. Technology and Trends

6.14.1. Main Trends in the Field of Technology that are Changing Business Models.
6.14.2. Analysis of the Main Emerging Technologies

6.15. IT Outsourcing

6.15.1. Conceptual Framework of Outsourcing
6.15.2. IT Outsourcing and its Impact on the Business.
6.15.3. Keys to Implement Corporate IT Outsourcing Projects

Module 7. Commercial Management, Strategic Marketing and Corporate Communications

7.1. Commercial Management

7.1.1. Conceptual Framework of Commercial Management
7.1.2. Business Strategy and Planning
7.1.3. The Role of Sales Managers

7.2. Marketing

7.2.1. The Concept of Marketing
7.2.2. The Basic Elements of Marketing
7.2.3. Marketing Activities in Companies

7.3. Strategic Marketing Management

7.3.1. The Concept of Strategic Marketing
7.3.2. Concept of Strategic Marketing Planning
7.3.3. Stages in the Process of Strategic Marketing Planning

7.4. Digital Marketing and E-commerce

7.4.1. Digital Marketing and E-commerce Objectives
7.4.2. Digital Marketing and Media Used
7.4.3. E-Commerce. General Context
7.4.4. Categories of E-Commerce
7.4.5. Advantages and Disadvantages of E-Commerce Vs. Traditional Commerce

7.5. Managing Digital Business

7.5.1. Competitive Strategy given the Growing Digitalization of the Media
7.5.2. Designing and Creating a Digital Marketing Plan
7.5.3. ROI Analysis in a Digital Marketing Plan

7.6. Digital Marketing to Reinforce a Brand

7.6.1. Online Strategies to Improve Your Brand's Reputation
7.6.2. Branded Content and Storytelling

7.7. Digital Marketing Strategy

7.7.1. Defining the Digital Marketing Strategy
7.7.2. Digital Marketing Strategy Tools

7.8. Digital Marketing to Attract and Retain Customers

7.8.1. Loyalty and Engagement Strategies through the Internet
7.8.2. Visitor Relationship Management
7.8.3. Hypersegmentation

7.9. Managing Digital Campaigns

7.9.1. What is a Digital Advertising Campaign?
7.9.2. Steps to Launch an Online Marketing Campaign
7.9.3. Mistakes in Digital Advertising Campaigns

7.10. Online Marketing Plan

7.10.1. What is an Online Marketing Plan?
7.10.2. Steps to Create an Online Marketing Plan
7.10.3. Advantages of Having an Online Marketing Plan

7.11. Blended Marketing

7.11.1. What is Blended Marketing?
7.11.2. Differences Between Online and Offline Marketing
7.11.3. Aspects to be Taken into Account in the Blended Marketing Strategy
7.11.4. Characteristics of a Blended Marketing Strategy
7.11.5. Recommendations in Blended Marketing
7.11.6. Benefits of Blended Marketing

7.12. Sales Strategy

7.12.1. Sales Strategy
7.12.2. Sales Methods

7.13. Corporate Communication

7.13.1. Concept
7.13.2. The Importance of Communication in the Organization
7.13.3. Type of Communication in the Organization
7.13.4. Functions of Communication in the Organization
7.13.5. Elements of Communication
7.13.6. Communication Problems
7.13.7. Communication Scenarios

7.14. Corporate Communication Strategy

7.14.1. Motivational Programs, Social Action, Participation and Training with HR
7.14.2. Internal Communication Support and Tools
7.14.3. Internal Communication Plan

7.15. Digital Communication and Reputation

7.15.1. Online Reputation
7.15.2. How to Measure Digital Reputation?
7.15.3. Online Reputation Tools
7.15.4. Online Reputation Report
7.15.5. Online Branding

Module 8. Market Research, Advertising and Commercial Management

8.1. Market Research

8.1.1. Market Research: Historical Origin
8.1.2. Analysis and Evolution of the Conceptual Framework of Marketing Research
8.1.3. Key Elements and Value Contribution of Market Research

8.2. Quantitative Research Methods and Techniques

8.2.1. Sample Size
8.2.2. Sampling
8.2.3. Types of Quantitative Techniques

8.3. Qualitative Research Methods and Techniques

8.3.1. Types of Qualitative Research
8.3.2. Qualitative Research Techniques

8.4. Market Segmentation

8.4.1. Market Segmentation Concept
8.4.2. Utility and Segmentation Requirements
8.4.3. Consumer Market Segmentation
8.4.4. Industrial Market Segmentation
8.4.5. Segmentation Strategies
8.4.6. Segmentation Based on Marketing - Mix Criteria
8.4.7. Market Segmentation Methodology

8.5. Research Project Management

8.5.1. Market Research as a Process
8.5.2. Planning Stages in Market Research
8.5.3. Execution Stages in Marketing Research
8.5.4. Managing a Research Project

8.6. International Market Research

8.6.1. International Market Research
8.6.2. International Market Research Process
8.6.3. The Importance of Secondary Sources in International Market Research

8.7. Feasibility Studies

8.7.1. Concept and Usefulness
8.7.2. Outline of a Feasibility Study
8.7.3. Development of a Feasibility Study

8.8. Advertising

8.8.1. Historical Background of Advertising
8.8.2. Conceptual Framework of Advertising: Principles, Briefing Concept and Positioning
8.8.3. Advertising Agencies, Media Agencies and Advertising Professionals
8.8.4. Importance of Advertising in Business
8.8.5. Advertising Trends and Challenges

8.9. Developing the Marketing Plan

8.9.1. Marketing Plan Concept
8.9.2. Situation Analysis and Diagnosis
8.9.3. Strategic Marketing Decisions
8.9.4. Operating Marketing Decisions

8.10. Promotion and Merchandising Strategies

8.10.1. Integrated Marketing Communication
8.10.2. Advertising Communication Plan
8.10.3. Merchandising as a Communication Technique

8.11. Media Planning

8.11.1. Origin and Evolution of Media Planning
8.11.2. Media
8.11.3. Media Plan

8.12. Fundamentals of Commercial Management

8.12.1. The Role of Commercial Management
8.12.2. Systems of Analysis of the Company/Market Commercial Competitive Situation
8.12.3. Commercial Planning Systems of the Company
8.12.4. Main Competitive Strategies

8.13. Commercial Negotiation

8.13.1. Commercial Negotiation
8.13.2. Psychological Issues in Negotiation
8.13.3. Main Negotiation Methods
8.13.4. The Negotiation Process

8.14. Decision-Making in Commercial Management

8.14.1. Commercial Strategy and Competitive Strategy
8.14.2. Decision-Making Models
8.14.3. Decision-Making Analytics and Tools
8.14.4. Human Behavior in Decision Making

8.15. Sales Network Management

8.15.1. Sales Management Dirección de ventas
8.15.2. Networks Serving Commercial Activity
8.15.3. Salesperson Recruitment and Training Policies
8.15.4. Remuneration Systems for Own and External Commercial Networks
8.15.5. Management of the Commercial Process. Control and Assistance to the Work of the Sales Representatives Based on the Information

8.16. Implementing the Commercial Function

8.16.1. Recruitment of Own Sales Representatives and Sales Agents
8.16.2. Commercial Activity Control
8.16.3. The Code of Ethics of Sales Personnel
8.16.4. Compliance with Legislation
8.16.5. Generally Accepted Standards of Business Conduct

8.17. Key Account Management

8.17.1. Concept of Key Account Management
8.17.2. The Key Account Manager
8.17.3. Key Account Management Strategy

8.18. Financial and Budgetary Management

8.18.1. The Break-Even Point
8.18.2. The Sales Budget. Control of Management and of the Annual Sales Plan
8.18.3. Financial Impact of Strategic Sales Decisions
8.18.4. Cycle Management, Turnover, Profitability and Liquidity
8.18.5. Income Statement

Module 9. Innovation and Project Management

9.1. Innovation

9.1.1. Introduction to Innovation
9.1.2. Innovation in the Entrepreneurial Ecosystem
9.1.3. Instruments and Tools for the Business Innovation Process

9.2. Innovation from Strategy

9.2.1. Strategic Intelligence and Innovation
9.2.2. Innovation from Strategy

9.3. Project Management for Startups

9.3.1. Startup Concept
9.3.2. Lean Startup Philosophy
9.3.3. Stages of Startup Development
9.3.4. The Role of a Project Manager in a Startup

9.4. Business Model Design and Validation

9.4.1. Conceptual Framework of a Business Model
9.4.2. Business Model Design and Validation

9.5. Project Management

9.5.1. Project Management: Identification of Opportunities to Develop Corporate Innovation Projects
9.5.2. Main Stages or Phases in Innovation Projects Management

9.6. Project Change Management: Training Management

9.6.1. Concept of Change Management
9.6.2. The Change Management Process
9.6.3. Change Implementation

9.7. Project Communication Management

9.7.1. Project Communications Management
9.7.2. Key Concepts for Project Communications Management
9.7.3. Emerging Trends
9.7.4. Adaptations to the Team
9.7.5. Planning Communications Management
9.7.6. Communications Management
9.7.7. Communications Monitoring

9.8. Traditional and Innovative Methodologies

9.8.1. Innovative Methodologies
9.8.2. Basic Principles of Scrum
9.8.3. Differences between the Main Aspects of Scrum and Traditional Methodologies

9.9. Creation of a Startup

9.9.1. Creation of a Startup
9.9.2. Organization and Culture
9.9.3. Top Ten Reasons Why Startups Fail
9.9.4. Legal Aspects

9.10. Project Risk Management Planning

9.10.1. Risk Planning
9.10.2. Elements for Creating a Risk Management Plan
9.10.3. Tools for Creating a Risk Management Plan
9.10.4. Content of the Risk Management Plan

Module 10. Executive Management

10.1. General Management

10.1.1. The Concept of General Management
10.1.2. The Role of the General Manager
10.1.3. The CEO and their Responsibilities
10.1.4. Transformation of the Management's Role

10.2. Manager Functions. Organizational Culture and Approaches

10.2.1. Manager Functions. Organizational Culture and Approaches

10.3. Operations Management

10.3.1. The Importance of Management
10.3.2. Value Chain
10.3.3. Quality Management

10.4. Public Speaking and Spokesperson Training

10.4.1. Interpersonal Communication
10.4.2. Communication Skills and Influence
10.4.3. Communication Barriers

10.5. Personal and Organizational Communications Tools

10.5.1. Interpersonal Communication
10.5.2. Interpersonal Communication Tools
10.5.3. Communication in the Organization
10.5.4. Tools in the Organization

10.6. Communication in Crisis Situations

10.6.1. Crisis
10.6.2. Phases of the Crisis
10.6.3. Messages: Contents and Moments

10.7. Preparation of a Crisis Plan

10.7.1. Analysis of Possible Problems
10.7.2. Planning
10.7.3. Adequacy of Personnel

10.8. Emotional Intelligence

10.8.1. Emotional Intelligence and Communication
10.8.2. Assertiveness, Empathy and Active Listening
10.8.3. Self-Esteem and Emotional Communication

10.9. Personal Branding

10.9.1. Strategies for Personal Brand Development
10.9.2. Personal Branding Laws
10.9.3. Tools for Creating Personal Brands

10.10. Leadership and Team Management

10.10.1. Leadership and Leadership Styles
10.10.2. Leader Capabilities and Challenges
10.10.3. Managing Change Processes
10.10.4. Managing Multicultural Teams

Module 11. Strategic Planning and Management Control

11.1. Management Control

11.1.1. Financial Policy and Growth
11.1.2. Information as a Management Control Tool
11.1.3. Management Control as a Planning and Management System
11.1.4. Functions of the Controller
11.1.5. Scope of Management Control

11.2. Financial Information and Management Decisions

11.2.1. Financial or Legal Accounting
11.2.2. Analytical or Cost Accounting
11.2.3. Control Accounting

11.3. Treasury Management

11.3.1. Working Capital and Working Capital Requirements
11.3.2. Calculation of Operating Cash Requirements
11.3.3. Credit Management
11.3.4. Fund, Wealth and Family Office Management

11.4. Cash Management

11.4.1. Bank Financing of Working Capital
11.4.2. Treasury Department Organization
11.4.3. Centralized Treasury Management

11.5. Planning and Control of Responsibility Centers

11.5.1. Design of a Management Control System
11.5.2. Management Control Deviations

11.6. The Process of Strategic Formulation and Planning

11.6.1. Formulation and Content of the Strategic Plan
11.6.2. Balanced Scorecard
11.6.3. Terminology and Basic Concepts

11.7. Organizational Planning

11.7.1. Business Units and Transfer Pricing
11.7.2. Manufacturing, Production, Support and Sales Centers
11.7.3. Roles and Responsibilities of Financial Management

11.8. Indicators as a Control Tool

11.8.1. Control Panel
11.8.2. Number and Format of Indicators
11.8.3. Strategic Planning

Module 12. Financial Risk and Corporate Finance

12.1. Financial Management and Corporate Finance

12.1.1. Business Management and Value Creation
12.1.2. Capital Structure and Financial Leverage
12.1.3. Weighted Average Cost of Capital
12.1.4. Capital Asset Pricing Model and Other Models

12.2. Company Valuation Methods

12.2.1. Dividend Discount
12.2.2. Flow Discounting
12.2.3. Comparable Multiples

12.3. Corporate Operations

12.3.1. Mergers
12.3.2. Acquisition
12.3.3. Mergers and Acquisitions
12.3.4. Tax Regime for Restructuring Operations

12.4. Studying Other Types of Companies

12.4.1. Unlisted Companies
12.4.2. SMEs
12.4.3. Family Businesses
12.4.4. Foundations and Non-Profit Organizations
12.4.5. Social Economy Enterprise

12.5. Strategy and Risk Control

12.5.1. Management Control Systems
12.5.2. Risks and Internal Control
12.5.3. Review and Audit of the Control System
12.5.4. Financial Risk Management

12.6. Risk, Profitability and Indebtedness

12.6.1. Economic Profitability and Financial Profitability
12.6.2. Financial Profitability and Indebtedness
12.6.3. Risk and Profitability

12.7. Sources of Financing

12.7.1. Bank Financing
12.7.2. Issuance of Debentures and Securitization of Assets
12.7.3. Private Equity and Venture Capital
12.7.4. Subsidies and Fiscal Support

12.8. Corporate Transactions and Bankruptcy

12.8.1. Declaration of Bankruptcy and its Effects
12.8.2. Settlement and Liquidation Phases
12.8.3. International Tender
12.8.4. Scoring the Tender
12.8.5. Conclusion and Reopening of the Tender

Module 13. Feasibility of the Investment Projects

13.1. Investments in a Company

13.1.1. Concept and Classification
13.1.2. Stages in the Study of the Investment Project
13.1.3. Investment as a Financial Operation

13.2. Economic Valuation Methods

13.2.1. Recovery Period
13.2.2. Total and Average Cash Flow per Committed Monetary Unit
13.2.3. Net Present Value and Internal Rate of Return
13.2.4. Discounted Payback Period and Rate of Return
13.2.5. Expected NPV Return

13.3. Cost of Capital

13.3.1. Cost of Borrowed Resources
13.3.2. Cost of Preferred Stock
13.3.3. Cost of Equity Calculation
13.3.4. Calculation of the Total Cost of Capital

13.4. Investment Diagnosis, Planning and Control

13.4.1. Financial Planning
13.4.2. Real Estate Planning
13.4.3. Tax Planning

13.5. Technical Analysis and Fundamental Analysis

13.5.1. Definition and Scope of Application
13.5.2. Study of Graphs and Trends
13.5.3. Sector and Stock Market Research in Fundamental Analysis
13.5.4. Ratios and Fundamental Analysis

13.6. Investment Analysis in a Risky Environment

13.6.1. Discount Rate Adjustment
13.6.2. Reduction of Cash Flows to Certainty Conditions
13.6.3. Scenario Simulation

13.7. Cash Flows in Investment Projects

13.7.1. Financial Modeling
13.7.2. Discounted Cash Flows
13.7.3. Analysis of Working Capital Cash Flows
13.7.4. Taxes and Inflation

13.8. Stock Markets

13.8.1. Companies' Access to the Stock Exchange
13.8.2. International Stock Exchanges Operation
13.8.3. Stock Market Indexes

Module 14. Executive Accounting

14.1. Fundamentals of Management Accounting

14.1.1. Management Accounting Objectives
14.1.2. Qualitative Characteristics of Accounting Information
14.1.3. Management Accounting Evolution

14.2. Management Accounting to Cost Accounting

14.2.1. Elements of Cost Calculation
14.2.2. Stock in General Accounting and Cost Accounting
14.2.3. Expense in General Accounting and Cost Accounting
14.2.4. Costs Classification

14.3. Cost-Volume of Operations-Benefit Analysis

14.3.1. Characteristics and Assumptions of the Cost-Volume-Profit Method
14.3.2. Break-Even Point
14.3.3. Safety Margin
14.3.4. Uncertainty Situations in the Cost-Volume-Profit Analysis

14.4. Information Systems and Business Intelligence

14.4.1. Fundamentals and Classification
14.4.2. Cost Allocation Phases and Methods
14.4.3. Choice of Cost Center and Impact

14.5. Direct Costing

14.5.1. Analytical Results of Direct Costing as a Management Tool
14.5.2. Fixed and Variable Costs: Classification
14.5.3. Semi-Gross Margin for Productivity Study
14.5.4. Analytical Balance Sheet Study

14.6. Budget Control

14.6.1. Budget Planning and Control
14.6.2. Operational Budgets
14.6.3. Budgeting Methods
14.6.4. Budget Control and Deviations

14.7. Standard Costs

14.7.1. Definition and Types of Standard Costs
14.7.2. Flexible Budgeting of Indirect Costs
14.7.3. Total Cost Center and Full Costs Model
14.7.4. Variances in Standard Costs Approach

14.8. Decision Making in Management Accounting

14.8.1. Organization of Production and Costs for Decision Making
14.8.2. Analysis of Economic-Financial Statements and Their Impact on Business Decisions
14.8.3. Financial Information for Decision Making in the Short and Long Term
14.8.4. Dealing with Uncertainty in Decision Making
14.8.5. Planning and Cost Analysis for Competitive Advantage

Module 15. Advanced Accounting I

15.1. Incorporation of Companies

15.1.1. Introduction to Corporate Accounting
15.1.2. Capital Stock

15.1.2.1. Monetary Contributions
15.1.2.2. Non-Monetary Contributions

15.1.3. Limited Company Formation

15.1.3.1. Formation by Simultaneous Foundation or by Agreement
15.1.3.2. Formation by Successive Formation or by Public Subscription

15.2. Treasury Stock

15.2.1. Concept of Treasury Stock
15.2.2. Treasury Stock Acquisition
15.2.3. Treasury Stock Disposal
15.2.4. Treasury Stock Depreciation

15.3. Property, Plant and Equipment

15.3.1. Introduction to Property, Plant and Equipment
15.3.2. Initial Valuation of Property, Plant and Equipment

15.3.2.1. Acquisition Price
15.3.2.2. Production Costs
15.3.2.3. Swaps
15.3.2.4. Non-Monetary Contributions

15.3.3. Posterior Valuation of Property, Plant and Equipment

15.3.3.1. Amortization
15.3.3.2. Impairment

15.3.4. Disposal of Property, Plant and Equipment

15.4. Corporate Income Tax - CIT I

15.4.1. Corporate Income Tax and Accounts
15.4.2. Current Tax on Assets and Liabilities
15.4.3. Deferred Tax on Assets and Liabilities
15.4.4. Valuation of Current and Deferred Tax on Assets and Liabilities

15.5. Corporate Income Tax - CIT II

15.5.1. Tax Loss Carryforwards
15.5.2. Corporate Income Tax Adjustments

15.5.2.1. Permanent Differences
15.5.2.2. Temporary Differences

15.6. Financing I

15.6.1. Introduction to Corporate Financing
15.6.4. Capital Subsidies for SMEs

15.7. Financing II

15.7.1. Provisions
15.7.2. Long-Term Debt

15.7.2.1. Long-Term Debt with Special Characteristics
15.7.2.2. Long-Term Debt with Related Parties
15.7.2.3. Long-Term Debt due to Received Loans, Borrowings and Other Concepts

15.7.4. Transitory Financing Situations

15.8. Financial Accounts I

15.8.1. Borrowings, Debt with Special Features and Other Similar Short-Term Issuances
15.8.2. Short-Term Debt with Related Parties
15.8.3. Short-Term Debt for Received Loans and Other Concepts
15.8.4. Short-Term Financial Investments with Related Parties

Module 16. Management Accounting in Decision Making

16.1. Conceptual Foundations

16.1.1. Analytical Accounting: Concept, Evolution and Field of Study
16.1.2. Objectives and Users
16.1.3. Relations and Differences between Cost Accounting and Financial Accounting

16.2. Cost: Basic Concepts

16.2.1. The Concept of Cost and Its Constituent Elements
16.2.2. Relativity of Cost Figures
16.2.3. Cost Accounting Process: The Cost-Asset-Profit Connection
16.2.4. The Concept of Expense and its Relation to the Cost

16.3. Basic Cost Accumulation Models and Results

16.3.1. Cost Accounting Process: Identification, Accrual, Classification and Location of Components
16.3.2. Activity Analysis as the Basis for Generating Costs
16.3.3. Cost-Activity-Production Connection. The Problem of Indirect Costs
16.3.4. Structure of the Basic Accumulation Model: Analysis by Functions
16.3.5. Concept and Objectives of the Classification of Costs by Functions

16.3.5.1. Main Functions that Comprise the Company's Operations and Criteria to Define and Allocate Costs
16.3.5.2. Cost Allocation at Full Industrial Cost

16.3.6. Income Statement by Functions: Concept and Structure

16.4. Warehouse Valuation

16.4.1. Inventories
16.4.2. Valuation Methods

16.5. Ongoing and Lost Production

16.5.1. Valuation of Work-in-Process Stocks
16.5.2. Valuation of Opening Stocks of Work in Progress
16.5.3. Valuation of Lost Production

16.6. Multiphase Production System

16.6.1. Introduction
16.6.2. Semi-Finished Products
16.6.3. Multiphase Production Models
16.6.4. Multiphase Serial Production
16.6.5. Parallel Multiphase Production

16.7. Variable Cost Model

16.7.1. Conceptual Foundations
16.7.2. Cost Accruals and Income Statement Structure
16.7.3. Contribution Margin as Profitability Analysis and Decision-Making Tool
16.7.4. Cost Localization and Analysis by Plant within the Variable Cost Model Framework
16.7.5. Direct Costing and Cost-Volume-Profit Analysis: Basic Cost-Volume-Profit Analysis Model
16.7.6. Determining the Breakeven Point
16.7.7. Variable Cost Model Limitations

16.8. Decision Making under Variable Costs

16.8.1. Activity and Capacity, Basic Concepts in Management Analyze and Control
16.8.2. Cost Behavior and Variations in Activity Levels: Fixed and Variable Costs
16.8.3. Applying Direct Costing to Pricing and Product Decisions
16.8.4. The Use of Nameplate Capacity as a Conditioning Framework for Business Decisions: Decision Criteria in Low Occupancy and High Occupancy Situations
16.8.5. Decisions on Manufacturing, Outsourcing or Purchasing
16.8.6. Decisions on Whether to Continue Processing the Product or Sell it at a Lower Level of Processing
16.8.7. Decisions on Acceptance or Rejection of Special Orders

16.9. Standard Cost Model

16.9.1. Deviations

16.9.1.1. Direct Cost Variances
16.9.1.2. Indirect Cost Variances

16.10. Cost Model based on Rational Allocation

16.10.1. Nameplate Capacity Utilization as an Efficiency Factor: Capacity Utilization and Idle Capacity: Its Impact on Costs
16.10.2. Under-Activity Costs
16.10.3. Rational Allocation Method for Cost Allocation

16.10.3.1. Conceptual Foundations
16.10.3.2. Cost Allocation
16.10.3.3. Income Statement Structure

16.10.4. Analysis and Management Control Method Contributions

Module 17. Advanced Accounting II

17.1. Financial Accounts II

17.1.1. Other Temporary Financial Investments
17.1.2. Other Non-Bank Accounts
17.1.3. Short Term Received Deposits and Guarantees and Periodization Adjustments
17.1.4. Treasury
17.1.5. Non-Current Assets Held for Sale and Associated Assets and Liabilities
17.1.6. Impairment of Short-Term Financial Investments

17.2. Business Combination I

17.2.1. Introduction to Business Combination
17.2.2. Business Combinations Classification
17.2.3. Acquisition Method

17.2.3.1. Acquiring Company Determination
17.2.3.2. Identifying Acquisition Dates
17.2.3.3. Business Combination Cost
17.2.3.4. Goodwill or Negative Goodwill Recognition

17.2.4. Provisional Accounting
17.2.5. Business Combinations in Stages

17.3. Business Combination II

17.3.1. Concept of Company Mergers and Types
17.3.2. Merger Projects
17.3.3. Merger Balance Sheets
17.3.4. Merger Approval
17.3.5. Formalizing and Registering Merger Agreements
17.3.6. Merger Effects
17.3.7. Merger Types

17.3.7.1. Direct Mergers
17.3.7.2. Indirect Mergers
17.3.7.3. Merger Stages
17.3.7.4. Twin Mergers
17.3.7.5. Reverse Mergers

17.4. Business Combination III

17.4.1. Concept of Company Divisions
17.4.2. Legal Regime Governing Divisions
17.4.3. Division Effects
17.4.4. Division Types

17.4.4.1. Total Divisions
17.4.4.2. Partial Divisions

17.5. Business Combination IV

17.5.1. Concept of Corporate Segregation
17.5.2. Partial Segregation

17.6. Insolvency Proceedings

17.6.1. Concept of Insolvency Proceedings
17.6.2. Types of Insolvency Proceedings
17.6.3. Insolvency Administration
17.6.4. Consequences of Declaring Bankruptcy
17.6.5. Accounting Scheme

17.7. Introduction to Reviewing Annual Accounts

17.7.1. Annual Accounts
17.7.2. Concept of Auditing
17.7.3. Objectives of Reviewing Annual Accounts

17.8. Parties Involved in Reviewing Annual Accounts

17.8.1. Entities Obliged to Submit to Annual Account Audits
17.8.2. Auditors

17.8.2.1. Auditing Requirements for the Exercise of the Audit
17.8.2.2. Auditor Liability
17.8.2.3. Auditor Obligations

17.8.2.3.1. Obligation of Independence
17.8.2.3.2. Obligation of Preservation and Custody
17.8.2.3.3. Obligation of Secrecy
17.8.2.3.4. Obligation of Skepticism and Professional Judgment

17.9. Annual Accounts Audit Report

17.9.1. Audit Report Structure

17.9.1.1. Basic Elements in the Annual Accounts Audit Report

17.9.2. Other Aspects
17.9.3. Audit Report Model

Module 18. Accounting and Taxation

18.1. Accounting Treatment of Stock Purchases and Sales

18.1.1. Rules for Inventory Recording and Valuation
18.1.2. Methods of Assigning Inventory Value
18.1.3. Inventory Expenses and Income Accounts
18.1.4. Inventory Valuation and Valuation Adjustments

18.2. Accounting Treatment of Trade Payables and Receivables

18.2.1. Rules for Recording and Valuating Financial Instruments
18.2.2. Current Operations
18.2.3. Commercial Transactions with Deferral Interest: Factoring
18.2.4. Foreign Currency Operations
18.2.5. Personnel and General Government Accounts
18.2.6. Accruals and Deferrals
18.2.7. Valuation Adjustments

18.3. Accounting Treatment of Non-Financial Fixed Assets

18.3.1. Non-Financial Fixed Assets Recording and Valuation Rules
18.3.2. Fixed Assets under Construction
18.3.3. Real Estate Investments
18.3.4. Intangible Fixed Assets
18.3.5. Valuation Adjustments
18.3.6. Assets Held for Sale
18.3.7. Financial Leasing

18.4. Accounting Treatment of Financial Instruments

18.4.1. Rules for Recording and Valuating Financial Instruments
18.4.2. Financial Instruments Classification

18.4.2.1. Held-to-Maturity Investments
18.4.2.2. Financial Assets Held for Trading
18.4.2.3. Available-for-Sale Financial Assets
18.4.2.4. Investments in the Equity of Group, Multi-Group and Associated Companies
18.4.2.5. Non-Trade Receivables
18.4.2.6. Credits, Loans and Other Payables
18.4.2.7. Borrowings and Other Similar Issuances
18.4.2.8. Financial Liabilities Held for Trading

18.4.3. Bonds, Deposits and Other Non-Bank Accounts
18.4.4. Accruals and Deferrals

18.5. Accounting Treatment of Shareholder Equity, Subsidies and Provisions

18.5.1. Own Financing Sources
18.5.2. Equity Instruments
18.5.3. Grants, Donations and Legacies
18.5.4. Provisions and Payments Based on Equity Instruments

18.6. Accounting Treatment of Expenses, Income and Operations Derived from the End of the Financial Year

18.6.1. Accounting Treatment of Expenses

18.6.1.1. Inventory Purchases
18.6.1.2. Outside Services
18.6.1.3. Taxes
18.6.1.4. Personnel Expenses
18.6.1.5. Other Management Expenses
18.6.1.6. Financial Expenses
18.6.1.7. Losses from Non-Current Assets and Exceptional Expenses

18.6.2. Accounting Treatment of Income

18.6.2.1. Inventory Sales
18.6.2.2. Work Performed on Behalf of the Company
18.6.2.3. Grants, Donations and Legacies
18.6.2.4. Other Management Income
18.6.2.5. Financial Income
18.6.2.6. Benefits from Non-Current Assets and Income

18.6.3. Transactions Arising from the End of the Fiscal Year

18.6.3.1. Inventory Changes
18.6.3.2. Amortization
18.6.3.3. Impairment Losses and Other Provisions
18.6.3.4. Reversing Impairment and Excess Provisions

18.7. Corporate Income Tax

18.7.1. Applicable Regulations
18.7.2. Differences Between Accounting and Tax Results

18.7.2.1. Amortization
18.7.2.2. Financial Leasing
18.7.2.3. Value Adjustments for Impairment and Provisions
18.7.2.4. Non-Deductible Expenses

18.7.3. Tax Debt. Deductions and Allowances
18.7.4. Account Withholdings and Payments
18.7.5. Small Tax Incentives

18.8. Personal Income Tax

18.8.1. Applicable Regulations
18.8.2. General Concepts

18.8.2.1. Income Types
18.8.2.2. Non-Subject and Exempt Income

18.8.3. Income Types

18.8.3.1. Income from Work
18.8.3.2. Income from Real Estate Capital
18.8.3.3. Income from Movable Capital
18.8.3.4. Income from Economic Activities
18.8.3.5. Capital Gains and Losses
18.8.3.6. Income Imputation
18.8.3.7. Tax Assessment

18.8.3.7.1. Taxable Income
18.8.3.7.2. Personal and Family Minimum
18.8.3.7.3. Total Tax Quota
18.8.3.7.4. Net Tax Quota  Quota Difference

Module 19. Analysis of Economic-Financial Statements

19.1. Accounting Information Contained in Financial Statements

19.1.1. General Objectives of Accounting Information
19.1.2. Balance Sheets: Nature, Meaning and Components
19.1.3. The Income Statement: Nature, Meaning and Components
19.1.4. Statement of Changes in Equity: Meaning and Components
19.1.5. The Statement of Cash Flows: Meaning and Components

19.2. Economic and Financial Analysis Techniques

19.2.1. Economic-Financial Analysis Objectives
19.2.2. Methods of Analysis
19.2.3. Economic and Financial Analysis
19.2.4. Financial Classification of Balance Sheets
19.2.5. Economic Structure of Income Statements

19.3. Short-Term Financial Situation Analysis I

19.3.1. Short Term Equilibrium
19.3.2. Working Capital
19.3.3. Average Maturity Period or Operating Cycle
19.3.4. Necessary Working Capital

19.4. Short Term Financial Situation Analysis II

19.4.1. Ratios: Concept and Meaning
19.4.2. Main Ratios Used in Financial Statements Analysis: Solvency and Liquidity
19.4.3. Turnover Ratios of Working Capital Components

19.5. Long-Term Financial Situation Analysis I

19.5.1. Economic and Financial Structure: Assets, Liabilities and Net Worth
19.5.2. Ratio of Liabilities to Net Assets
19.5.3. Collateral and Indebtedness
19.5.4. Leverage Effect

19.6. Long-Term Financial Situation Analysis II

19.6.1. Benefit Generation Analysis
19.6.2. Funds Generation Analysis

19.7. Economic Situation Analysis: Profitability

19.7.1. Return on Investment (ROI) and Components
19.7.2. Financial Return on Equity (ROE)
19.7.3. Shareholder Return

19.8. Application of ROA and ROE Concepts: The Weighted Average Cost of Capital

19.8.1. The Weighted Average Cost of Capital
19.8.2. Factors that Determine the Cost of Capital
19.8.3. Cost of Capital Calculation
19.8.4. Determining the Cost of Each Financial Source

19.9. Quantifying Financial and Economic Effects of Investment and Financing Decisions

19.9.1. Approaching the Question by Way of Example
19.9.2. Financial Leverage
19.9.3. Financial Structure

19.10. Overall Financial Statement Analysis: Case Study

Module 20. Financial Instruments Management Analysis

20.1. Introduction to the Financial System and Institutions

20.1.1. General Matters
20.1.2. Financial System Organization
20.1.3. Financial Institutions
20.1.4. Financial Markets
20.1.5. Financial Assets

20.2. Short-Term Public Debt

20.2.1. Introduction
20.2.2. Treasury Bills: Definition and Characteristics
20.2.3. Treasury Bills: Issuance Type
20.2.4. Secondary Market for Treasury Bills

20.3. Long-Term Public Debt

20.3.1. Introduction
20.3.2. Bonds and Debentures: Issuance Type

20.4. Short-Term Corporate Debt

20.4.1. Introduction
20.4.2. Promissory Notes and Other Short Term Corporate Assets: Definition and Characteristics
20.4.3. Promissory Notes: Issuance Type
20.4.4. Secondary Markets for Promissory Notes

20.5. Long-Term Corporate Debt

20.5.1. Introduction
20.5.2. Corporate Bonds and Debentures: Definition and Characteristics
20.5.3. Corporate Bonds and Debentures: Issuance Type
20.5.4. Secondary Markets for Corporate Debt

20.6. Equities: Actions

20.6.1. Introduction
20.6.2. What are Stocks?
20.6.3. Options Valuation
20.6.4. Official Market Surveillance and Supervision
20.6.5. Investment Services Companies
20.6.6. Public Share Offerings: Takeover Bid, Public Employment Offer (OEP), Public Subscription Offer (OPS), Initial Public Offering (IPO)
20.6.7. Market Credit Operations

20.7. Foreign Exchange

20.7.1. Introduction to Foreign Exchange
20.7.2. The Exchange Rate
20.7.3. Factors Affecting the Exchange Rate
20.7.4. Foreign Exchange Transactions
20.7.5. Characteristics of the Foreign Exchange Market

20.8. Derivative Instruments: Forwards and Futures

20.8.1. Introduction to Derivatives
20.8.2. Forwards. Definition and Strategies
20.8.3. Futures. Definition and Strategies
20.8.4. Examples of Forwards and Futures

20.9. Derivative Instruments: Options

20.9.1. Introduction to Options
20.9.2. Basic Positions with Options
20.9.3. Intrinsic Value and Time Value in Options
20.9.4. Examples of Options Transactions

20.10. Derivative Instruments: Swaps

20.10.1. Introduction to Swaps
20.10.2. Features of Swap Transactions
20.10.3. Types of Swaps
20.10.4. Examples of Swaps Transactions

Module 21. Business Combinations and Business Valuation

21.1. Strategic Rationale for the Acquisition and Valuation of a Company

21.1.1. Reasons to Value a Company: The Sale and Purchase Process as a Tool for Growth
21.1.2. Leveraged Financing: Venture Capital, Private Equity, Family Offices
21.1.3. Transaction Types, Buy Out: LBO, MBO. MBI and BIMBO
21.1.4. Key Aspects in Mergers and Acquisitions Processes
21.1.5. New Forms of Private Equity Investment, Crowdfunding

21.2. Market Assessment Methodology

21.2.1. Valuation Multiples of Listed Companies
21.2.2. Valuation by Multiples of Private Transactions Versus Listed Markets: The Illiquidity Premium
21.2.3. Analytical Formulas for Multiples
21.2.4. Case Studies

21.3. Discounted Cash Flow (DCF) Methodology

21.3.1. Discounted Free Cash Flow Method
21.3.2. Free Cash Flows
21.3.3. Net Investment Rate (NIR)
21.3.4. Residual Value
21.3.5. Discount Rate, Weighted Average Cost of Capital (WACC)
21.3.6. Company Value
21.3.7. Calculating Net Financial Debt, Contingent Liabilities and Share Value
21.3.8. Case Studies

21.4. A Deeper Vision: Company Modeling to Value

21.4.1. Accounting Information Analysis, Trend Calculation: TAC's and Averages: Identification of Value Drivers
21.4.2. Revenue Projections by Business Line, Direct and Indirect costs
21.4.3. Projections of EBITDA, Based on Historical Data, Market Trends and the Company's Strategic Plan
21.4.4. Depreciation Scenarios and Investment Needs
21.4.5. Calculating the Historical Average Maturity Period
21.4.6. Necessary Calculation of Capital
21.4.7. Free Cash Flow, Debt Cash Flow and Shareholder's Cash Flow
21.4.8. Balance Sheet Projections

21.5. Analysis and Inclusion of Risk in Sale and Purchase Transactions

21.5.1. A More Comprehensive View of the Weighted Average Cost of Capital
21.5.2. The Cost of Borrowed Capital
21.5.3. The Cost of In-House Resources, Dividend Methodology
21.5.4. CAPM to Calculate Cost of Capital for Listed Companies
21.5.5. Calculating Beta for Unlisted Companies from Listed Company Data
21.5.6. CAPM for Unlisted Companies: Size Premiums and Illiquidity Premiums
21.5.7. Case Studies

21.6. Uncertainty and Risk, the Inclusion of Randomness

21.6.1. Scenario Creation, Calculation and Using Volatility to Create Value Intervals
21.6.2. Monte Carlo Simulation
21.6.3. Sensitivity Analysis
21.6.4. Price vs. Value: The Value of Synergies. Risk Reduction through Payment Method
21.6.5. Case Studies

21.7. Two Solved Integrated Case Studies

21.7.1. Valuation of a Company in the Service Sector
21.7.2. Valuation of a Production Company

21.8. Other Assessment Methodology

21.8.1. Equity Methodology
21.8.2. EVA Methodology

21.9. Business Combinations in Financial Statements

21.9.1. IFRS 3, IFRS 13, IAS 38
21.9.2. Money Market Fund
21.9.3. Recognition of Other Intangible Assets

21.10. Valuation of Intangible Assets

21.10.1. The Brand as a Leading Intangible Asset, Other Intangible Assets that Constitute the Value of a Company: Multiple-Period Excess Earnings Method
21.10.2. Methods to Calculate Brand Value

21.10.2.1. The Royalty Method
21.10.2.2. Interbrand Method

Module 22. Financial Statement Consolidation

22.1. Accounting Consolidation. Introduction

22.1.1. Introduction

22.1.1.1. Concept of Consolidation
22.1.1.2. Regulations to Prepare Consolidated Financial Statements

22.1.2. Subject to Consolidation
22.1.3. Obligation to Consolidate
22.1.4. Consolidation Methods

22.2. Global Integration Method. Part I

22.2.1. Introduction
22.2.2. Homogenizations
22.2.3. Aggregations and Acquisition Method
22.2.4. Eliminations

22.3. Global Integration Method. Part II

22.3.1. Introduction
22.3.2. Scenario 1: Change in Investment without Change in Percentage of Ownership,. Modification of the Participation
22.3.3. Scenario 2: Variations in the Percentage of Ownership without Loss of Control

22.3.3.1. Increase in the Percentage of Ownership without Loss of Control
22.3.3.2. Decrease in the Percentage of Ownership without Loss of Control

22.3.4. Scenario 3: Decrease in the Percentage of Ownership Resulting in Loss of Control
22.3.5. Special Cases and Exceptions to the Acquisition Method

22.4. Global Integration Method. Part III

22.4.1. Introduction
22.4.2. Individual Cases

22.4.2.1. Indirect Participation
22.4.2.2. Reverse Acquisitions
22.4.2.3. Other Acquisitions

22.5. Global Integration Method. Part IV

22.5.1. Introduction
22.5.2. Eliminating Intragroup Items and Income
22.5.3. Non-Financial Intragroup Transactions

22.6. Global Integration Method. Part V

22.6.1. Introduction
22.6.2. Non-Asset Eliminations.
22.6.3. Financial Intragroup Transactions.

22.7. Equity Method

22.7.1. Introduction. Description of the Procedure
22.7.2. Valuation by the Equity Method in Subsequent Years
22.7.3. Intragroup Transactions between Companies Accounted by the Equity Method and Group Companies
22.7.4. Modification of the Participation
22.7.5. Impairment Losses and Loss of Associated Multigroup Status

22.8. Proportional Integration Method

22.8.1. Definition and Applicable Criteria
22.8.2. Non-Monetary Contributions
22.8.3. Joint Ventures Held for Sale
22.8.4. Others
22.8.5. Investments and Divestment in Jointly Controlled Entities
22.8.6. Holdings Prior to being Considered a Multigroup Entity
22.8.7. Loss of Multigroup Status
22.8.8. Termination of the Joint Control Relationship

22.9. Other Rules Applicable to Consolidation

22.9.1. Introduction
22.9.2. Other Rules Applicable to Consolidation

22.10. Consolidated Annual Accounts

22.10.1. Introduction
22.10.2. General Rules for Consolidated Financial Statements
22.10.3. Consolidated Balance Sheets
22.10.4. Consolidated P&L Account
22.10.5. Consolidated Statement of Changes in Shareholders' Equity
22.10.6. Consolidated Statement of Cash Flows
22.10.7. The Consolidated Report

Module 23. Financial-Accounting Planning for Business Decisions

23.1. Economic-Financial Planning in the Company

23.1.1. The Importance of Economic-Financial Planning
23.1.2. General Considerations on Business Strategy
23.1.3. The Role of Budgets in Planning
23.1.4. Company Control Centers and Areas of Responsibility

23.2. Budget Structure and Process

23.2.1. Company Master Budgets

23.2.1.1. Operating Budgets
23.2.1.2. Investment/Disinvestment Budgets

23.2.2. Treasury Budget
23.2.3. Classification and Budgeting Techniques

23.2.3.1. Zero-Based Budgets
23.2.3.2. Activity-Based Budgets
23.2.3.3. Flexible Budgets

23.2.4. Mistakes to Avoid in Budgeting Processes

23.3. Steps to Prepare Operating Budgets I

23.3.1. Income Budgets
23.3.2. Production Budgets

23.3.2.1. Stock Determination
23.3.2.2. Purchasing Budgets
23.3.2.3. MOD

23.4. Steps to Prepare Operating Budgets II

23.4.1. Distribution Budgets
23.4.2. Commercial Budgets
23.4.3. Overhead Budgets

23.5. Capital Budget

23.5.1. Capital Budgeting from an Accounting Perspective
23.5.2. Jobs

23.5.2.1. Investment Expenses
23.5.2.2. Net Current Capital Requirements
23.5.2.3. Financial Depreciation

23.5.3. Financial Resources

23.5.3.1. Self-Financing
23.5.3.2. External Financing
23.5.3.3. Extraordinary Resources

23.6. The Treasury’s Budget

23.6.1. Operating Cash Flow Statements
23.6.2. Investment/Divestment Cash Flow Statements
23.6.3. Cash Flows from Financing Activities Statements

23.7. Preparing Interim Financial Statements

23.7.1. Interim Profit and Loss Accounts
23.7.2. Pension Balance Sheet
23.7.3. Cash Flow Statements

23.8. Instruments and Tools for Operational Budgetary Control Analysis

23.8.1. Using Flexible Budgeting for Variance Calculation
23.8.2. Calculating Variances for Volume, Price and Line-Item Efficiency
23.8.3. Calculating Standard Costs and Budgeted Rates

23.9. Operating Budgetary Control Using Case Studies

23.9.1. Sales Budget Variances
23.9.2. Variances in Direct Costs
23.9.3. Indirect Costs Budget Variances
23.9.4. Fixed Indirect Cost Budget Variances
23.9.5. Interpreting Variances

23.10. The Company's Budget and Balanced Scorecards

23.10.1. General Considerations on Business Strategy
23.10.2. What Are Balanced Scorecards?
23.10.3. Preparing Balanced Scoreboards and Main Indicators

Module 24. Startups Creation and Financing

24.1. Creation of a Startup

24.1.1. From the Idea to the Business Model
24.1.2. Partners
24.1.3. Legal Considerations
24.1.4. Organization and Culture
24.1.5. Venture Capital and Entrepreneurial Management

24.2. Startup Financial Management and Administration

24.2.1. Introduction to Financial Management in Startup Companies
24.2.2. Financial Metrics for Startups
24.2.3. Financial Planning: Projection Models and their Interpretation
24.2.4. Valuation Methods
24.2.5. Legal Aspects

24.3. The Business Plan

24.3.1. Content
24.3.2. Introduction
24.3.3. SWOT
24.3.4. The Canvas Model

24.4. Growth Phases in Startup Companies

24.4.1. Seed Phase
24.4.2. Startup Phase
24.4.3. Growth Phase
24.4.4. Consolidation Phase

24.5. Financing Startups

24.5.1. Bank Financing
24.5.2. Subsidies
24.5.3. Seed Capital and Accelerators. Business Angels
24.5.4. Venture Capital. IPO
24.5.5. Public to Private Partnership

Module 25. International Regulations

25.1. International Accounting Architecture. Conceptual Framework

25.1.1. General Characteristics
25.1.2. General Purpose Financial Information Objective
25.1.3. Qualitative Features of Useful Financial Information
25.1.4. Financial Statements Components

25.2. Presenting Financial Statements (IAS 1, IFRS 1)

25.2.1. Introduction: Object, Scope
25.2.2. Definitions
25.2.3. Financial Statements
25.2.4. Structure and Content

25.3. Statement of Cash Flows from Operations (IAS 7)

25.3.1. Introduction: Object, Scope
25.3.2. Presentation of a Statement of Cash Flows
25.3.3. Information on Cash Flows from Operating Activities
25.3.4. Reporting Cash Flows from Investing and Financing Activities

25.4. Inventories (IAS 2)

25.4.1. Introduction: Object, Scope
25.4.2. Definitions
25.4.3. Inventory Measurement
25.4.4. Recognition as an Expense

25.5. Property, Plant and Equipment (IAS 16)

25.5.1. Objective
25.5.2. Scope
25.5.3. Definitions
25.5.4. Assessment
25.5.5. Measurement at Recognition
25.5.6. Measurement Subsequent to Recognition
25.5.7. Derecognition

25.6. Investment Properties (IAS 40)

25.6.1. Classification of Properties as Investment Properties
25.6.2. Measurement at Recognition
25.6.3. Measurement Subsequent to Recognition
25.6.4. Derecognition

25.7. Intangible Assets (IAS 38)

25.7.1. Recognition as Expense
25.7.2. Measurement Subsequent to Recognition
25.7.3. Service Life
25.7.4. Intangible Assets with Finite Lifespans
25.7.5. Intangible Assets with Indefinite Lifespans

25.8. Borrowing Costs (Interest) (IAS 23)

25.8.1. Borrowing Costs Subject to Capitalization
25.8.2. Commencement of Capitalization
25.8.3. Suspension of Capitalization

25.9. Assets Impairment (IAS 36)

25.9.1. Identifying Potentially Impaired Assets
25.9.2. Recoverable Amount Measurement
25.9.3. Recognition and Measurement of Impairment Loss
25.9.4. Cash-Generating Units
25.9.5. Reversing Impairment Loss

25.10. Operating Segments (IFRS 8)

25.10.1. Basic Principle
25.10.2. Scope
25.10.3. Operating Segments
25.10.4. Reportable Segments

Module 26. International Finance

26.1. Business and International Strategy

26.1.1. Internationalization
26.1.2. Globalization
26.1.3. Growth & Development in Emerging Markets
26.1.4. International Monetary System

26.2. Foreign Exchange Market

26.2.1. Foreign Exchange Transactions
26.2.2. The Forward Foreign Exchange Market
26.2.3. Derivative Instruments for Hedging Exchange Rate and Interest Rate Risks
26.2.4. Currency Appreciation and Depreciation

26.3. International Payment and Collection Methods

26.3.1. Bills, Personal Check and Bank Check
26.3.2. Transfer, Payment Order and Remittance
26.3.3. Documentary Clauses and Credits
26.3.4. Factoring, International Swap and Other Means

26.4. Financing Operations in International Markets

26.4.1. Incoterms
26.4.2. Derivative Instruments to Hedge Possible Fluctuations in the Price of Raw Materials
26.4.3. Export Credits With Official Support
26.4.4. Hedging with Swap Contracts
26.4.5. The OECD Consensus

26.5. International Financial Institutions

26.5.1. The Fund for the Internationalization of the Company
26.5.2. The World Bank Group
26.5.3. The Inter-American Development Bank
26.5.4. Caribbean Development Bank

26.6. Formation of Exchange Rates

26.6.1. Interest Rate Parity Theory
26.6.2. Theory of Exchange Rate Expectations
26.6.3. Purchasing Power Parity (PPP) Theory
26.6.4. Capital Market Balance

26.7. Debt Conversion Programs

26.7.1. Legal Framework
26.7.2. Operation
26.7.3. Conversion of Debt into Public Investments
26.7.4. Conversion of Debt into Private Investments

26.8. International Stock Market

26.8.1. Wall Street Market (New York)
26.8.2. Gold Market
26.8.3. World External Debt
26.8.4. Paris Club
26.8.5. ADR and GDR Securities Market

You will be able to consult all your doubts directly with the teaching staff, resulting in a personalized tutoring to your own demands"