SMB-FINANCE

Consulting services in: Strategy, Integral Business Management (Balanced Scorecard), Finance, Accounting and Tax, Industrial Controlling, Project Management and

Lean Manufacturing. 

www.smb-finance.com

Oriol Bozzo - Economist Degree in Administration and Business

Management. Graduate in Business Sciences Specialist in International Trade by the EU

Mobile: 650,766,834 Email: obozzo@smb-finance.com 0871 - Artés (Barcelona) https

://es.linkedin.com/in/oriolbozzo

METHODOLOGYBased on: The academic knowledge and in its practical translation in companies. The experience of our employees and partners in multinational

companies from various sectors. In the top "If you can't measure it, you can't manage it".

The use of the office package with PowerPivot and their adaptation to the customer's ERP as an extension, importing data with:

Excel, txt. Connection through relational databases.

SQL Server, Microsoft Access, Oracle, Teradata, Sybase, Informix, IBM DB, OLEDB, ODBC,

The usage of “Business Intelligence” tools:

OUR ADDED VALUE (1/2)Why SMB-FINANCE is different.?. Our services and the methodologies in which they are based have the goal to:

To have a "partner" in the construction of competitive advantages. To reduce the structure, increase flexibility and productivity. To have more time for your "Core business". Reassurance: We do the calculations and we help you to interpret them. Proximity, dedication, custom work

Provide support during the process of Strategic Management. Global vision and integral business management through the Balanced

Scorecard (BSC). Provide BI tools adapted to SMBs in terms of complexity and cost. To increase the efficiency in the financial management:

Automation of calculations. Shortest processing time and increased time for analysis, an essential aspect for making strategic and operational decisions.

Improve the quantity and quality of information: More areas covered. More output (reports, graphs, figures, performance

indicators, etc.).

What does this represent to you?:

OUR ADDED VALUE (2/2)and... why it is so important to have a global vision and an integral and balanced business management system?Currently, the old business management style based almost entirely on financial measurement it is not enough!. Some of the reasons could be....

The increasing competitiveness in a global market has increased the complexity of the business management, management that requires a systematic analysis of a much larger amount of information and data. This requires a different approach!.

The intangible assets or intellectual capital have become a key factor in order to generate sustainable competitive advantages that are essential to ensure the company’s survival at short-term, the success at a middle-term and the prosperity at a long-term.

In order to manage them it is necessary to use new models of management, all under the premise “if you can’t measure it, you can’t manage it”.

At SMB-FINANCE we propose you:

SERVICES (1/2) Strategic consulting

Strategic Business Plans Viability and restructuring plans Annual Business Plans SWOT Analysis

Global business consultancy. Balanced Scorecard BSC project management implementation BSC - Overall company performance BSC - Finance perspective BSC - Customer perspective BSC - Internal perspective BSC - Learning & growth perspective

Financial consultancy. Financial management outsourcing Financial accounting: Statutory financial statements. (IFRS) Management accounting: Corporate internal financial statements Management accounting: Business operational management Financial Planning: Budgets, financial projections, sensitive & scenario analysis Economic and financial valuation Financial reporting Start ups financial consultancy Financial reporting and presentations to related stakeholders Business Planning and Consolidation (BPC) reporting

Finance & Accounting IT consultancy. Tax consultancy Finance & Accounting IT systems design for SMBs Accounting & tax consultancy

Industrial controlling consultancy Project management consultancy Lean manufacturing consultancy

SERVICES (2/2)Involving collaborate in:

Design, review and modify strategies when necessary. Manage intangible assets: Organizational culture, organizational and technical skills,

personal involvement, intellectual property, know-how, innovation processes and continuous improvement ...

Improve the strengths and minimize the weaknesses through the SWOT analysis. Provide a comprehensive management system that can control the development of

strategies: (CMI / BSC). Optimize financial control, management control and industrial control. Carry out a proper project management. Avoid waste. Lean manufacturing.

With the aim of: Provide leadership, unity and purpose. Increase the value of intangible assets. Improve the productivity of internal processes

(operational excellence). Create sustained competitive advantages. Improve local and international competitiveness. Meet and exceed customer expectations. Improve financial performance. Maximize shareholder value.

STRATEGIC CONSULTINGAt SMB-FINANCE we help you to: Align the mission, vision, goals and strategy levels. Identify all critical activities that should be contemplated in the strategy. Provide direction, purpose and sense of unity, that is, direction at long-term basis. Adjust the company to its environment. Maximize tangible and intangible resources.

With the aim of: Create new business opportunities. Working for innovation, continuous

improvement and operational excellence. Achieve future competitive advantage. Continuously satisfy customers. Improve financial return. Maximizing shareholder value.

That is to say:

Consolidate the success in the medium term and lay the foundations for long-term prosperity

BUSINESS STRATEGIC PLANS (1/2)1 - STRATEGIC ANALYSIS: Strategic analysis consists of: Defining the mission and strategic goals: Interviews with management and other

personnel of the company. Internal Analysis: Collection, analysis and preparation of the company’s financial

information: strategic plans, business plans, financial statements, budgets, operational plans, marketing plans ...

External Analysis: Collection and analysis of data related to the industry, market and environment in general.

Preliminary Financial Report: Dynamic comparative analysis, diagnosis and recommendations. Diagnosis based on SWOT approach : strengths, weaknesses, opportunities and threats.

2- FORMULATION AND REVIEW OF STRATEGIES. Design of strategic options: Includes financial analysis of scenarios (each option) and

an assessment of potential future business of the company for each of these scenarios.

Strategy selection: Selection and / or review of corporate or business strategy. Strategy Implementation: Implementation through the Balanced Scorecard (BSC /

BSC). The strategic map translates the mission and vision into strategic themes and measurable objectives. Definition of the appropriate metrics for the company: financial performance indicators (KPIs) and operational drivers.

Strategic control: Definition of the implementation plan of the strategic programs and action plans.

BUSINESS STRATEGIC PLANS (2/2)And also:

Define functional objectives in line with the corporate strategy and corporate and business strategy.

Select the metrics that best suit your business and monitor their individual progress and contribution to the company's results.

SWOT ANALYSIS

Increase

Reducce

OPPORTUNITIESSTRENGTHS:

THREATSWEAKNESSESNegative elements of the environment that reduce the market appeal.

Positive elements of the environment that increase market appeal.

The competitive advantages of the company. They are a key factor for the development of the strategy.

All what the company is missing or the company could do better and that represents a competitive disadvantage.

RESTRUCTURING AND FEASIBILITY PLANSIf so that is necessary, we help you to reorganize one or more structures of the company with the aim of making it profitable or to put it back on the road.

Using planning and analytical techniques, will help you determine what is wrong and to we help you to design the best possible way to return the company to solvency. This may include some of the following:

Analysis stage A strategic review. A SWOT analysis. A financial analysis. A industrial controlling review.

Action Plans Long-term Strategic Plan. Restructuring plan in the medium term. Annual business plan.

ANNUAL BUSINESS PLANS

At SMB-FINANCE we help you create your Business Plan.

This document is the roadmap for executive and operational management of a company for the next year.

In large companies, this depends on the Strategic Plan.

Its main objective is to develop corporate strategies across different functional areas, establishing operational and tactical programs and action plans.

INTEGRAL CONSULTING: BALANCED SCORECARD (1/6)

BSC project management. Overall company performance.

Financial, Customer and Learning & Growth performances.

THE BALANCED SCORECARD: FUNDAMENTAL QUESTIONS (2/6)

“To achieve our vision, how should we appear to our customers?"

CUSTOMERS

"To succeed financially, how should we appear to our shareholders?"

FINANCIAL

"To achieve our vision, how will we sustain our ability to change and improve?"

LEARNING AND GROWTH

“To satisfy our shareholders and customers, what business processes must we excel at?"

INTERNAL BUSINESS PROCESSES

THE BALANCED SCORECARD: SYNTHESIS OF OPERATION (3/6)

The Balanced Scorecard (BSC / CMI) is a powerful tool for managing and implementing the strategy designed by Robert Kaplan and David Norton and widely used by large companies.

BSC translates the mission and strategy of the company into objectives and performance indicators through a balanced set of perspectives: The financial, customer, internal and learning and growth perspectives.

KPI's Financial & Operational Drivers: The BSC Includes indicators that respond to the strategy and desired results (KPI-outputs), as well as indicators of processes that will drive the above results at the medium and long term, also known as inducers of performance (KPI -drivers).

The Balanced Scorecard complements the financial performance indicators with measures of the business drivers of future performance which, by their nature, are used as advanced information regarding the implementation of the strategy, the results and key objectives.

Clarifies and transmits the vision, objectives and

strategy.- BSC transmits the vision, main

objectives and strategies.- Brings unit of purpose

- Gains consensus. - BSC is a team project

Business planning:- Balances objectives.

- Aligns objectives, strategies, strategic initiatives & milestones.

- Allocates resources.- Monitors progress.

Education and strategic feedback:

- Articulates a shared vision & gives appropriated training.

- Supplies strategic feedback.- Facilitates strategic review and

learning.

Sets an effective communication system:

- Communicates & educates.- BSC as a double way

multilevel communication and information system.

- Links rewards to performance measures.

BALANCED SCORECARD

THE BALANCED SCORECARD: SYNTHESIS OPERATION (4/6)

BSC: PROJECT IMPLEMENTATION

Project Management

Data analysi

s

Team definition

Definition of

strategic objective

s

Definition of

strategic map

Definition of

strategic programs

Management Control

Defining objectives, KPIs and business drivers

Implementation Plan

a) Leadership team (senior management).b) Central Team (Intermediate management)c) Mediation team (qualified staff)

a) Definition of objectives.b) Define KPI, property, frequency of review.c) Set the type of calculation and the related report.d) Allocation of resources.e) Measures Synthesis: Synthesis of attributes associated with each measure.f) Checking the balance between performance indicators (KPIs) and operational business drivers (drivers).

a) Name of the program.b) Responsibility program and sponsors.c) Resources allocated to the program.d) Benefits of the program and expected impact on strategic objectives.e) Set the weight of the program, the range and the individual and total score.f) Verification of objectivity and fairness with senior management.g) Testing programs versus strategic objectives: Any strategic objective without a program.

THE BALANCED SCORECARD: EXAMPLES OF REPORTS (6/6)

FINANCIAL P.

CUSTOMER P.

INTERNAL P.

LEARNING AND GROWTH P.

FINANCIAL CONSULTING (1/4)

Statutory and Corporate Financial Statements, Business operational

management, Economic and financial valuations. Budgeting and

sensitive & scenario analysis, etc.

FINANCIAL CONSULTING (2/4)

At SMB-FINANCE we provide emission and analytical services of the complete set of statutory financial statements in accordance with the Spanish General Accounting Plan and IAS / IFRS.

Balance sheet. Income statement. State of origin and application of funds. Statement of cash flow Statement of changes in equity Statement of changes in financial position.

The statutory financial statements focus on past performance and are of interest: The General Manager (CEO) The Chief Financial Officer (CFO) The executive committee (totally or partially). The shareholders External interest groups.

They provide an overview of the financial health of the company. The information contained should provide the basis for current and future decisions.

Are used by management and external interest groups in order to know: The economic and financial

situation. The results and their evolution in

absolute and relative terms. The company's performance in

different areas during the current year.

Etc.

STATUTORY FINANCIAL STATEMENTS

Source: The Financial Accounting. The Spanish Gaap. International accounting standards (IFRS)

FINANCIAL CONSULTING (3/4)

At SMB-FINANCE we provide emission and analytical services of corporate financial statements.

Corporate interest in the financial statements:

The group headquarters. The General Manager (CEO). The Chief Financial Officer (CFO). The executive committee in whole or in part. Shareholders (sometimes).

Are used by management in order to know: The performance of the company (P&L). The strength and financial position (BS: Assets

vs Liabilities + Equity); Capital used vs Funding.

Internal information of interest such as product lines, markets or any report based on cost breakdown, cost centers or projects to give some examples.

CORPORATE FINANCIAL STATEMENTS

They are specific to each company and usually confidential. They have a focus on the projection data to help internal management and decision-making. Include information on the past performance along with forecasted data..

Balance Sheet (Assets vs Liabilities + Equity) Balance Sheet (Capital used vs Funding) Net Financial Position. Analytical Profit and Loss Account : comparative periods

for product lines. Reports and sales statistics. Budgets, financial projections, comparative analysis,

sensitivity and scenarios analysis. Feasibility studies. Evaluation projects. Reports of mergers and consolidations, Etc ...

Source: Financial Accounting, Controlling industrial ERP information, statistics, etc.

FINANCIAL CONSULTING (4/4)Financial Planning: budgets, projections, sensitivity and scenarios analysis.

Economic and financial valuation of companies

The Financial Planning consists of: Long-term Financial Planning:

Capital investments. Short-term Financial Planning:

Annual budgets. Scenario analysis. Sensitivity analyzes.

Economic and financial evaluation:Main methods:

Cash Flow: Discounted cash flows. Balance Sheet: Static methods based on

accounting information (equity). Income Statement: Evaluation of

information from stock market: multiple method.

Mixed valuation methods (goodwill). Value creation. Business valuation with real options:

PESSIMISTIC SCENARIO

MODERATE SCENARIO

OPTIMISTIC SCENARIO

INDUSTRIAL CONTROLLING

Description: Key internal process in the areas of engineering, production and finance. Sets the standard cost based on the cost accounting ABC approach (Activity Based Cost)

Controls internal processes and provides key information about the production / service regarding capacity, costs, productivity, waste, etc.

Specific: It has to be adapted to the uniqueness of the company and its production process

Detects variations between actual costs versus standards costs and helps to reduce them.

At SMB-FINANCE we can help you establish or review your industrial controlling system and determine your costing breakdown based on :

ABC COSTS: ACTIVITY BASED COSTING

"Bill of materials (BOM)": Hierarchical description of the product by components and raw materials.

Route of the process: Description of the phases and operations for which the product has to pass. Estimated cost hour / machine.

Allocation of fixed costs: Methodology for allocating fixed costs to individual products.

P&L by product line/businessUtility:

P&L by product-customer or customer-product: Cost analysis by production orders: Industrial Budget Etc..

PROJECT MANAGEMENTProject management is the process of planning, organizing and control of resources under the company's internal procedures Project management pursues the achievement of specific objectives, which by their

nature and complexity must be managed differently to usual processes.

The project management performs a planning of the major initiatives, allocates resources and coordinates interdependent initiatives, all in order to maximize resources and improve efficiency.

The project management provides direction and purpose. It is done to solve or minimize financial and / or temporal constraints, planning the sequence of all activities and evaluating the use of resources, all in order to get a first impression of the overall project timeline and cost.

At SMB-FINANCE we offer consulting services in project management and outsourcing of project management to our existing customers, all related to our areas of expertise.

JUST IN TIME Continuous flow.

Manufacturing cadence. "Takt time"

Pull Production. Production by cells Standardization. Reduction of the set up

time. Inventory control Multidisciplinary work.

JIDOKA Visual control. 5 S. Answer abnormalities. Failsafe systems

(Poke-Yoke). Ergonomics. Automation. TPM (Total Production

Management)

STANDARDIZED AND BALANCED PRODUCTION

CUSTOMER SATISFACTIONBUSINESS SUCCESS

LEAN MANUFACTURING: (1/3)Control made by all employees at all stages of the production chain in order to avoid waste.

System to produce and deliver the right product, at the right time, in the right amounts.

Respect for workers

Teamwork

Empowerment

Multidisciplinary training

Cooperation along the value chain

Relations with suppliers

FUNDAMENTAL PRINCIPLES

LEAN MANUFACTURING: (2/3)

INVENTORIES

IDEFECTS

D

MOVEMENTSM OVER

PRODUCING / UNDER

PRODUCINGP

WAITINGW

TRANSPORTT

OVER PROCESSINGO P

Any waiting between process stages

Add more value to a product or service that customers are not willing to pay

Make more that what was requested by the customer, or make it before it was requested:

Unnecessary movement of people

and materials

Any aspect of the product or

service that does not meet

customer specifications

Waste-related to the excess of

inventory or obsolete

inventory:

Movements between work areas or offices that do not add

value to the product or

service

THE MAIN TYPES OF WASTE TO ELIMINATE

LEAN MANUFACTURING: (3/3)

PROCESSP

Improve the quality and efficiency of processes.

Increased productivity

TIMET

Shorter maturity, manufacturing and

delivery time

RESOURCESR

Rationalize the use of company resources. Reducing the workspace. Reduced inventories

COSTS C

Waste reduction.

Improved unit cost

QUALITYQ

Increase the quality of products or services

CUSTOMERC

Products tailored to customer specifications.

Increased satisfaction.

PROFITABILITYR

Reduction in Working Capital

Increased Cash Flow.

Increased Profitability

THE MAIN BENEFITS

QUALITY AND RELEVANT INFORMATION FOR DECISION MAKING

The information can be presented in many ways but it should be of quality, relevant and in a format adapted to each context.

At SMB-FINANCE we help you prepare presentations to external interest groups in Catalan, Spanish and English.

For more information we invite you to enter our website:

www.smb-finance.com https://prezi.com/-wa3xhkdx4oq/smb-financecom-presentation/Additionally and without any compromise, if registered on our

website you will have access to a much larger set of examples related to this presentation and exposed material.

If you have any question, please do not hesitate to contact us.

THANKS FOR YOUR ATTENTION AND SEE YOU SOON!

Oriol Bozzo - Economist Degree in Administration and Business

Management. Graduate in Business Sciences Specialist in International Trade by the EU

Mobile: 650,766,834 Email: obozzo@smb-finance.com 0871 - Artés (Barcelona) https

://es.linkedin.com/in/oriolbozzo