We offer a very hands-on, practically oriented training tailored to your individual demands, in which participants are asked to create a financial model for an insolvent company.

As a liquidator, you must set up and evaluate a variety of options for action: Should the business be continued or liquidated? How high are short-term and medium-term capital needs and when do they occur? Which business divisions could be continued economically? Would the company be able to operate these divisions successfully on its own in the long term or could parts of it be operated with partners? Are there potential investors, who could be persuaded to invest in parts of the business? What long-term effect do liquidations and social plans have on the prospects for continuation?

Such questions can be answered with the use of integrated financial models. At the same time, modelling gives you a good understanding of the core of the business model, which allows you to better assess the stability of a company by means of sensitivity analyses.

We offer a very hands-on, practically oriented training tailored to your individual needs, in which participants are asked to create a financial model for a company in Excel®.

This enables your employees to better understand financial plans presented by managers, and also to independently create financial models in Excel® from scratch. This involves identifying relevant operational performance indicators, making assumptions about the future economic development of companies and taking them into account in modelling, and conducting sensitivity analyses or calculating the impact of different scenarios.

It also sharpens the participants’ judgment with regard to the materiality of factors.

Contents can be combined depending on participants’ prior knowledge and specific needs. Possible topics include:

theoretical foundations of a financial model (what it must deliver, how it must be structured)
building an integrated financial model from scratch as a base version with normalization, cash flow statement, key figures, and assumptions
integrating an opening or acquisition balance sheet in the model
mapping of restructuring measures in planning
integration of intra-annual (weekly or monthly) planning for detailed consideration of liquidity development in the first plan year
application of meaningful sensitivities and scenarios
integration of operational performance indicators and planning assumptions based on a price quantity structure
pro forma consolidation of two companies including consolidation entries and illustrating possible synergies
modelling a project as an add-on to an existing financial model by using so-called “switches” to map uncertainties.