公司 Promote the establishment of the financial sharing center of large listed companies and realize the deep integration of industry wealth;
制Lord the completion of the company’s shareholding system transformation, and promote the successful listing of Stable Finance (stock code WINS) in Nasdaq in the United States;
Leading a listed company 500 million yuan of corporate bonds and 1.5 billion shares were successfully issued.
As a full -time financial and tax consultant, Teacher Yu, provides dozens of large and medium -sized enterprises with financial digital transformation and upgrading, pre -listing compliance, corporate internal control system construction, corporate tax risk diagnosis and optimization, investment and financing strategy consultation and landing on the groundServe.As a practical consultant and lecturer, he has solid theoretical skills and rich project experience.
Teacher Yu Yu will accumulate valuable experience in fiscal and tax management for more than 20 years, combined with the actual problems faced by the enterprise, the output solution that can land on the ground is committed to improving the level of financial and tax management of enterprises, helping enterprises to realize the transformation and upgrading of digital transformation and management, improve the transformation and upgrading of management, improve the transformation and upgrading of digital transformation and management, improve the improvement of the transformation and management, improveEnterprise core competitiveness, realize the long -term foundation!
Teacher Yu Changbing’s lecture styleNagpur Stock
教 Promote the teaching of constructive teaching, combine education, experience and contextual teaching;
情 The lectures are full of passion and humor, infectious and affinity, and the classroom atmosphere is active;
The actual combat of the enterprise’s senior management is rich in actual combat cases, many dry goods, and strong landing;
询 Many years of financial and tax consultation and training experience, there are rich methodology and successful cases in the field of fiscal and tax management.
Teacher Yu Changbing’s lecture course
务 "Financial cultivation of non -wealthy personnel: the growth of the seven major financial thinking helps value growth"
"The Secret Behind the Number: The Core of the Operation of the Business Operation of the Enterprise of the Enterprise from the Financial Perspective"
： "Boss Finance and Business Course: Financial Thinking helps enterprise growth ten times growth"
“" Cracking Cash Stream "Password": Capital reduction and efficiency increase and cash flow management "
稳 "Enterprise Voyage" Stabilizer ": Internal Control Management and Risk Prevention"
股 "Equity transactions, equity incentives, fiscal and taxation practice, tax -related risks and optimization plans"
下 "Enterprise and Risk Copper Cosmetics"
Financial Digitalization Series:
背 "Construction of the Financial Sharing Center in the Background of Digital Transformation"
转 "Digital Transformation and Management Upgrade of Finance"
转 "The Digital Transformation Strategy of Financial Digital Transformation and Land"
Organize talent development series:
财 "Career Development and Value Growth in Digital Times Finance Personnel"
创 "How to create corporate value and create core survival power"
财 "Cross -Ministry Communication and Collaboration of Finance Persons in the Digital Age"
Investment and financing and capital (equity) operation series:
务 "Innovation of SME debt risk and financing model"
融 "Enterprise Multi -channel financing and supply chain financing strategy"
市 "Equity Equity, Listing (IPO) and Investment and Financing Strategy"
Teacher Yu Changbing serves customers
业 Indian Electronics Information Industry Group, Indian Aerospace Technology, Bytes Beat, Suning Tesco, Shanxi Xunan Group, Beijing Chaoyang District State -owned Assets System Enterprise, Shaanxi Environmental Protection Oil and Gas Engineering Co., Ltd., Yulin Financial Investment Management Co., Ltd.Water State -owned Assets Management Co., Ltd., Akfim Film Materials (Jiaxing) Co., Ltd., Bank of India, Bank of Tianjin, Bohai Bank, Renmin University of India, Indian Mining University …
Teacher Yu Changbing training silhouette
Cracking cash flow "password" -Capy
Lecture: Teacher Yu Changbing
Teacher Yu Changbing’s course characteristics
Interactive, precise comments; content, logic clear; actual combat, useful learning; interesting, wonderful cases.
At present, my country has entered a stage of new economic development. In the face of the pressure of transformation and upgrading and slowing development, enterprises have also been troubled by enterprises that have been troubled by "difficult financing and expensive financing". Highlighting the problem.
1. How to improve profitability through the operation of asset operations?Simla Investment
2. How to "promotes blood circulation" by reducing costs?
3. How to "blood transfusion" through financing strategies?
4. How to "stop bleeding" by eliminating badness?
Focusing on these core topics, Teacher Yu will explain through in -depth analysis and complication, combining advanced teaching concepts and tools to solve the company’s cash flow "password" layer by layer to give specific applications and paths to help enterprises help enterprisesTurn into cost reduction and efficiency, improve cash flow management capabilities, thereby improving the market competitiveness of the enterprise.
1. Understand the role, difference and connection of financial statements;
2. Master key financial indicators, a variety of financial analysis models and applications;
3. Master the 6 perspectives of cutting off the cost;
4. Master 7 channels for corporate innovation financing;
5.Master 6 ways to dig deep into the source of funds;
6. Grasp the four strategies of eliminating internal fraud.
Chairman, general manager, deputy general manager, CFO, chief financial director, cost director, financing director and other corporate executives and other corporate executives
1-2 days, 6 hours/day (2 days of course standard version)
Chapter 1 The Cash Stream "Password" behind "Three Tables"
Section 1: "Three things" and "three tables"
【Knowledge Point】 Duplex accounting method
Section 2: The functions, differences and connections of three reports
1. The function of the three reports
2. The difference between three reports
3. Contact of the three reports
Section 3: The cycle from assets to cash
1. Business cash flow
2. Fundamental cash flow
3. Investment cash flow
Chapter 2 Improving Profitable to "Blood Creating"
Section 1: How to make money companies
[Knowledge Point] Investment return rate and economic profit
Section 2: Analysis of profitable table structure
1. The difference and connection of several profits
2. Enterprise competitiveness reflected in core profits
Section 3: Looking at the "profit" of the company from business assets
1. Enterprise upstream and downstream management centered on inventory
[Case] The upstream and downstream management of "Gree Electric"
2. Inventory management and cash flow
2.1 minimum inventory
2.2 Instant Nature
[Case] "Cross -border" measurement is preparation for large inventory prices
2.3 Inventory turnover rate and turnover days
3. System optimization of operating asset structure
【Tools】 Magic margin and inventory turnover model model
[Interactive] Price sensitivity reflected in gross profit margin
[Case] The gross profit margin and inventory turnover rate of "El Eye"
4.Sales policy and cash flow
【Knowledge Point】 The difference between profit and cash
Chapter III Turnives and Increasing Efficiency Promoting "Activating Blood"
Section 1 cut off the six perspectives of cost
1. Cost structure analysis
2. Develop cost saving goals
【Case】 India Tata Automobile
3. Refined management
4. Supply chain optimization
5Lucknow Investment. Lean production
5.1 Value Stream Analysis
5.2 Process improvement
6. Technical innovation and automation
[Case] Tesla’s technological innovation and cost advantage
Section 2 Cost control several misunderstandings
1. The difference between cost and cost
[Case] Yellow Sheep in "Wolf Totem"
2. Each is the camp, regardless of the whole
3. Mistake your partner as an opponent
4. Cost and strategic disconnection
Chapter 4 The financing strategy to "blood transfusion"Chennai Investment
Section 1: The financing strategy of different life cycles of enterprises
Section 2: The difference between angel investment, VC, PE
Section 4: Innovation of SME debt financing strategy
1. Supply chain financing
2. Asset securitization
3. Accounts receivable income right mortgage loan
4. Accounts receivable factories
5. Fixed assets after -sales rental
6. Intellectual property pledge financing
[Case] Shaoxing SME financing innovation model
7. Stock+debt
[Case] Silicon Valley Bank’s financial innovation model
Section 4: Deeply digging the source of funds
1. Government money: fiscal subsidies, loan discounts
2. Taxation bureau money: tax discounts, taxes return
3. Supplier’s money: Prepaid accounts
4. Customer money: pre -collection of accounts
5. Shareholders’ money: capital increase and shareholding, dividend policy adjustment
6. Employee money: equity incentive, business or organization optimization
[Case] Twitter’s tissue optimization
Chapter 5 Clear Bad Speed "Breeding"
Section 1: Clear Bad assets
1. Business assets
[Knowledge Point] "Ceramic Stone Division"
2. Business assets
[Case] HNA’s "broken arm survival"Jaipur Investment
Section 2: Reminder fixed costs
[Tools] Analysis of fixed costs and change costs
[Case] BYD’s Amoeba business model
Section 3: Activate inefficient assets
1. Efficiency plant rental
2. Lease the idle production line
3. Outsourcing business
Chapter 7 Investment Strategy can "nourish blood"
Section 1: Enterprise’s investment and mergers and acquisitions motivation
1. Improve local competitiveness
2. Market defense
3. Technical shortcomings
4. Integration of high -quality resources
5. Industry collaboration
Section 2: How to choose excellent projects
3. Business model
[Case] JD.com’s "One Drag and Three" business model
4. profit model
【Tools】 Six typical profit models
[Interaction] What profit model does your company belong to
Section 3: How to make the valuation more accurate?
Section 4: The benefits and disadvantages of diversification
Chapter 6 Internal Control "Blood Leak"
Section 1: What is internal control?
1. Internal control target
2. Internal control principles
3. Internal control elements
Section 2: Construction of internal processes
1. Procurement activity process
2. Sales activity process
3. Production activity process
Section 3: Eliminate internal fraud through internal control strategies
4. Eliminate corruption in procurement
【Case】 Hikvision
5. Eliminate corruption in sales
【Case】 JD.com anti -corruption
3.Eliminate the corruption fraud strategy in market channel costs
【Case】 Three Squirrels
4.Eliminate the corruption and fraud strategy in cash income
【Case】 Flame Ramen
5. Summary of internal control strategies of the enterprise
【Tools】 Internal control strategy tool package
[Course summary and retrospective]
Lecturer in Jingshi Hall in cooperation
Key customer management Teacher Cao Ruilin-Director of the key customer department headquarters of COFCO Coca-Cola Group
Jiang Errong: How can I embrace information in the era of Numerosa and complete tax planning and risk management and control?
Surat Investment