Apply a unique mix of financial expertise

Apply a unique mix of financial
expertise, strategic insight, innovative
thinking and a collaborative approach
Upon successful completion of this course, you will be able to:
Determine cost classifications based on how the cost will be used: whether for
preparing external reports, predicting cost behavior, assigning costs to cost
objects, or decision making.
Understand the critical tradeoffs existing between total cost and sales volume
in determining desired profit goals.
Prepare an income statement required for external reporting and a different one
The CMA® program gave me a
new perspective about
Management Accounting, the function I
have been with for the past 2 years
now. The lectures and interactions I
underwent during the course of the
program have equipped me in dealing
with a lot of management accounting
issues and concerns related to my
present job. I had to... further enhance
my skills and knowledge on
Management Accounting.
more useful to managers for managerial decision-making.
Evaluate business segments and the managers responsible for those business
segments.
Identify costs which may be relevant or irrelevant to a given management
decision at hand.
Understand the ethical constraints that guide a manager in pursuing his/her
ultimate goal of maximizing the value of the firm.
Mitsunori Motohashi, CMA
Director’s Advisor
JAPAN
www.cmaphilippines.com • Tel. No. +632 634 2204 • Fax No. +632 706 4648 local 17 • info@cmaphilippines.com
THE CMA PROGRAM
Senior
The CMA Program is a globally recognized
experience can apply for CMA membership
program of the Institute of Certified Man-
without examination after completing the
agement Accountants (ICMA) of Australia
CMA Program.
management
professionals
who
have at least twenty (20) years of practical
RECENT ATTENDEES:
that grants the CMA designation to the suc-
Astec, International ltd. ●
GlaxoSmithKline Philippines, Inc. ● Jose
Rizal University ● PruLife Insurance
Corporation of U.K. ● Mapfre Asian
Insurance Company ● Southeast Asia
food, Inc. ● HSBC savings Bank ●
Chinatrust Commercial Bank ● Business
World Publishing Corp. ● Steel Asia
Manufacturing Corp. ● Sunlife
Management Companies Inc. ● JG
Summit Holdings, Inc. ● Splash
Corporation ● Asian Development Bank
● New York Life Insurance ● United
Laboratories, Inc. ● Banko Sentral Ng
Pilipinas ● Sykes Asia, Inc. ● De La
Salle Lipa ● Maxim Philippines
Operating Corporation ● Digital Media
Exchange, Inc. ● Jollibee Foods
Corporation ● Summit Media ● BMW
Philippines Corporation ● De La Salle
University ● Mapfre Asian Insurance
Corporation ● The Hongkong and
Shanghai Banking Corporation Limited
● SM Group of Companies ● Australia
and New Zealand Banking Group
Limited ● Zenith Foods Corporation ●
Smart Telecommunicatons Inc. ● Intel
Technology Philippines, Inc. ● Meralco
● United American Pharmaceuticals ●
Pilipinas Shell Petroluem Corporation ●
United Laboratories Inc. ● Caltex
Philippines, Inc. ● ABS-CBN Bayan
Foundation Inc. ● Asia United Bank ●
Enchanted Kingdom, Inc. ● Philippine
Long Distance Telecommunications, Inc.
● Manila Polo Club ● The Coffee Bean
& Tea Leaf and Matrix Entertainment,
Inc. ● Warner Bros. (F.E.) Inc. ●
Metrobank ● Hewlett-Packard
Philippines Corporation ● Northern
Mariana Islands Retirement Fund ●
Centro Escolar University ● HBC, Inc. ●
Energizer Philippines ● Bank of the
Philippine Islands ● ASECASIA, Inc. ●
Pfizer, Inc. ● UFC Philippines, Inc. ●
Splash Holdings, Inc.
cessful management professionals here
and abroad. The program focuses on developing skills of analysis and evaluation in
the area of strategic cost and management
practices while learning the organizational
decision-making and communication skills
essential for today’s successful management professionals.
The CMA Program is a master level course
designed in MBA setting with lecture, workshop and case studies to ensure that candidates are able to apply what they have
learned during the weekend session to the
resolution of problems that they face on the
By joining or sending your executives to
the program, you enjoy the following
benefits:
Strengthen your organizational effectiveness with a management accountant who can bridge the gap between
traditional finance and accounting function and other functions such as marketing, information technology, and human
resources.
Retain your promising managerial talent
by supporting their quest to become
recognized for their growing strategic
financial management expertise, com-
job the next day.
munication skills and leadership abili-
QUALIFICATION
Confidently assign them additional re-
ties.
The CMA Program is open to both Ac-
sponsibilities, knowing they will be bet-
countants and Non-Accountants. University
ter equipped to maximize their contribu-
graduates with accounting degree need to
tions to your company's future.
take
Apply their growing knowledge of busi-
the
CMA
program
while
non-
accounting graduates need to take the
same program plus four (4) additional subjects.
Participants who have successfully completed the CMA Program need to have at
least five (5) years of practical experience
and pass the CMA exam in order to eligible
as CMA member of the Institute of Certified
ness models based on the product/
service life cycle to rethink your company's current strategy.
Realize their full potential as they develop and apply their decision-making,
problem-solving,
team-building
and
leadership skills in the workplace.
Management Accountants of Australia.
Joining the CMA program is one of the best
decisions I made this year. The sacrifices and
numerous times when I have to work late to finish the
reading materials and case studies are immaterial
compared to the insights and lessons I got from the
facilitators and my fellow batch mates who eventually
became my friends. Indeed a worthy investment of
time, effort, and resources. Thank you all!
PJ Beltran, CMA
Batch 8
I have always believed in continuous learning, The
CMA Program has in so many ways, confirmed this
belief. The excellent facilitators had discussed and
presented all the relevant topics in very exciting and
challenging ways. In a scale of 1 to 10, the CMA program,
the supporting staff, and its facilitators must be rated
a perfect 10.
Arturo M. Eugenio, CMA
Batch 8
www.cmaphilippines.com • Tel. No. +632 634 2204 • Fax No. +632 706 4648 local 17 • info@cmaphilippines.com
PROGRAM SYLLABUS
CVP analysis and linear programming in the pricing
marketing; i.e. place (or physical distribution). It is
area are discussed. Risk averse pricing strategies
shown that the control of the supply-chain distribution
Module 1
and their limitations are also covered in this topic.
function involves a ‚trade-off‛ between maximising
Strategic Business Analysis
Day 1:
Topic 1: Corporate Objectives, Strategy
and Structure
This topic overviews the concepts and development
customer service and minimising distribution costs,
Case Exercises
Day 3:
in International Business Strategies
This topic extends the discussion of the previous
strategic objectives and strategic planning decision
section on pricing, and considers within a competi-
models are first introduced to the student. The state
tive international market. It is shown that setting a
of strategic thinking in the current environment is
selling price in a foreign market has, in addition to
then considered, especially in relation to multiple
strategic marketing considerations, some unique
approaches to analysing corporate strategy.
international financial dimensions, due to the
lengthening of the channels of distribution and the
Here the marketing concept is introduced and the
ous accounting techniques useful in distribution cost
analysis and control are highlighted in this topic.
Topic 9: Performance Valuation and
Strategic Financial Structures
The traditional areas of corporate strategy; such as
Budgeting
cant role to play in achieving this balance. The vari-
Topic 5: Financial Dimensions of Pricing
of strategic planning in modern business enterprises.
Topic 2: Strategic Marketing Analysis and
and that the management accountant has a signifi-
impact of multiple currencies.
Topic 6: Promotion: Push Strategy and
Human Resource Management
This topic introduces Business Performance Measures and provides a link as to how these measures
are interrelated with the capital structure of the
firm. The impact of financial structure on planning
performance evaluation is considered, specifically
the relative measures (ratios) used in financial statement analysis. Investment and Financing issues are
separated; and capital structure and its role is obtaining an appropriate discount rate for capital projects is
particularly considered.
links between marketing and strategic business
Here the principal ways of communicating with the
analysis are illustrated. It is shown how concepts
market, referred to collectively as the ‚promotional
such as the product life cycle and product portfolio
mix‛ are overviewed. The objective of this mix is to
matrix are linked to managerial accounting tech-
make a sale, either by ‚pulling‛ customers towards
Day 6:
niques such as budgeting and life cycle costing to
the product (using advertising) or by ‚pushing‛ the
provide relevant information for strategic decision
Topic 10: Free Cash Flows and Strategic
product to the customer (using personal selling). It
making. A comprehensive strategic segmental mar-
is shown that the management accountant has a
Value Analysis
keting budget is developed in this topic.
significant role ‚push strategy‛, especially in the
This topic introduces the concepts in a relatively new
human resource management areas of controlling
area, Strategic Value Management, and compares
field sales operations and evaluating sales force
these concepts to the more traditional concepts in
performance.
financial management. It is demonstrated that the
Topic 3: Financial Analysis in Product
Portfolio Management
This topic looks at the interface between management accounting and marketing related ‚product
management‛ especially in competitive environments. The ‚product‛ is the first ‚P‛ in the 4-Ps of
concepts of ‘value’ and ‘strategic value’ can be quan-
Case Exercises
Day 4:
marketing, the others being price, promotion and
Topic 7: Promotion: Pull Strategy and
place distribution, which will be discussed in detail in
Integrated Marketing Communication
later topics. It is shown that as a product moves
through various stages of its life cycle, there are
differing financial aspects that need to be focused on
for competitive positioning. It is demonstrated that
the company’s management accountant possesses
the tools and techniques required to provide the
product managers with decision-orientated information.
This topic continues with the discussion on promotion, and specifically looks at ‚pull strategy‛ and
integrated marketing communication (IMC) with its
heavy reliance on advertising. It is demonstrated
that the management accountant has a significant
role in formulating advertising budgets, especially
using specific budget models, and in the difficult
areas of controlling advertising outlays and evaluat-
Case Exercises
Day 2:
Topic 4: Pricing Methods and Strategies
Here the various aspects of pricing decisions are
covered, especially in competitive environments.
Pricing methods and pricing strategies are specifically contrasted, and the use of such techniques as
Case Exercises
ing advertising effectiveness.
tified for planning purposes.
Case Exercises
Day 7:
Topic 11: Risk Management - Corporate
Radar and Early Warning Systems
Here the approaches to risk management using
short-term (weekly) and long-term (annual) corporate
radar systems are considered, in order to determine
the health of a business organisation. Bankruptcy
prediction models (such as Z-scores) are specifically
considered.
Topic 12: Strategic Scorecards and Key
Performance Indicators
Focus on corporate success / role of non-financial
Case Exercises
Day 5:
Topic 8: Supply Chain Management and
the Place-Distribution Decision
indicators in measuring and controlling this success. The importance of monitoring the internal and
external environment is highlighted; in terms of a
firm’s ‘critical success factors’.
Case Exercises
This topic considers the last ‚P‛ of the 4-P’s of
www.cmaphilippines.com • Tel. No. +632 634 2204 • Fax No. +632 706 4648 local 17 • info@cmaphilippines.com
PROGRAM SYLLABUS
Whole of Life Costing, i.e. costing before, during
refocusing of Performance Measurement Systems
and after manufacturing is considered within a
are discussed, and the recognition of how tangible
Module 2
complex and competitive industrial setting.
and intangible assets combine in the implementation
of organisational strategies that ultimately enhances
Strategic Cost Management
organisational value is specifically considered.
Day 8:
Case Exercises
Topic 11: Emerging Issues 1: Triple
Topic 1: Management Control Systems
Day 10:
Bottom Line Accounting and
The role of accounting is often stated to be providing
information for decisions. Management accounting,
however, fulfils a much broader role in organisations.
As well as providing a framework for planning, management accounting has an important role in management control. This topic introduces the concept of
management control and considers the role of man-
Topic 5: Benchmarking
also considered.
organisations go about their business. This topic
which is the formal process of measuring and com-
explores what is meant by the "triple bottom line" and
paring a company’s operations, products, and
what it means for organisations, now and in the fu-
services against those of top performers, both
ture. The impact of Global Warming and Carbon
within and outside that company’s primary industry.
Emissions Trading on Cost Accounting is specifically
considered.
Topic 6: Activity Based Cost Allocation
Topic 12: Emerging Issues 2:
Systems
Governance, Empowerment and the
This topic focuses on the principles of Activity
Topic 2: Lean Manufacturing and Quality
Based Costing (ABC), which is shown as the re-
Control
sponse to the challenge of complexity. Aspects
This topic introduces the traditional production man-
costs are specifically considered.
agement techniques and strategies.
The 5-P’s of
production are specifically considered; i.e. the product, plant, process, program, and people. The three
Triple bottom line accounting is changing the way
This topic discusses in depth ‚benchmarking‛;
agement accounting within such a control framework.
The design of management accounting systems is
Carbonomics
such as ‚volume‛, ‚structural‛ and ‚introductory‛
Case Exercises
Strategic Audit
This topic first overviews the corporate governance
structure which specifies the distribution of rights and
responsibilities among different participants in the
corporation, such as, the board, managers, shareholders and other stakeholders, and spells out the
rules and procedures for making decisions on corpo-
traditional types of production; i.e. Job; Batch; and
Day 11:
rate affairs. Next, it considers the issue of an Empow-
Flow production are also studied, and concepts such
Topic 7: Customer Profitability Analysis
hanced shareholder value. Finally, it considers assur-
as quality and reliability are also introduced. Modern
production management techniques originating from
This topic moves the focus from analysis to ac-
Japan, such as Flexible Manufacturing Systems
tion. Methods of finding profitable customers and
(FMS); and Total Quality Management (TQM) are
products are considered, as is the area of account
also considered.
management.
Case Exercises
Day 9:
Topic 3: Cost Accounting and Cost
Management in a Lean Environment
This topic continues to look at production management techniques and strategies, especially the more
modern production philosophies originating from
Topic 8: Process Control and Activity
Apply for admission for certification
program
systems, and the concepts of frequency, timeliness
and accuracy are considered, especially in relation
Register and pass certification/
to white-collar departments.
qualifying exam
Topic 9: Implementing Cost Analysis
and Control Systems
This outlines the implementation process of activity
This topic overviews the complexity that exists in
modern industrial settings, and why the conventional
Management Systems
costs. Methods of identifying ‘obsolete’ cost systems
and of improving cost control are also discussed.
CMA designation
Comply with the ICMA Statement of
Ethical Professional Practice
management models are also considered.
Topic 10: Strategic Performance
there are many challenges in allocating such indirect
Apply for ICMA Membership and carry
creating motivation are discussed. Long-term cost
misleading information in such environments. It is
centage of total costs in such complex firms, and that
Satisfy the experience requirement
based costing. Behavioural aspects, especially in
management accounting techniques may provide
shown that indirect costs make up the largest per-
ADMISSION PROCEDURE
based management are discussed. Monitoring
Day 12:
Topic 4: Life Cycle Costing Systems
Case Exercises
Here the areas of process control and activity
strategic management accounting issues raised by
chasing are also covered.
cators, via the Strategic Audit.
Fulfill educational credentials
Case Exercises
influence of the philosophy on production and pur-
ance issues using ‘leading’ rather than ‘lagging’ indi-
Based Management
Japan, such as Just-In-Time production (JIT). The
such philosophies and techniques and aspects of the
ered workforce, and how this can contribute to en-
This topic looks at Strategic Performance Measurement Systems, especially the linking of financial
control systems with process based control systems. Some Key Questions to ask in the strategic
www.cmaphilippines.com • Tel. No. +632 634 2204 • Fax No. +632 706 4648 local 17 • info@cmaphilippines.com
PROGRAM FEE
□ Full Payment -
Php 85,000
□ Installment
Downpayment -
Php 20,000
1st Session -
Php 20,000
2nd Session -
Php 15,000
5th Session -
Php 15,000
9th Session -
Php 15,000
DISCOUNT
□ Super Early Bird Discount -
Php 3,000
Enroll two months before the program schedule
□ Early Bird Discount -
Php 2,000
Enroll one month before the program schedule
Note: All program fees are net of all applicable taxes.
PAYMENT OPTIONS
Cash, Checks, Direct Deposits and Credit Cards
□
□
□
□
For payment arrangements and other details, please contact
the Program Coordinator at 227 0443; or
Ms. Guillian Ferolino
+632 706 4645 / 706 4648 to 49
gferolino@sgcglobal.co.uk
TERMS AND CONDITIONS:
PLEASE FAX/EMAIL THIS REGISTRATION FORM TO:
Contact Person:
Roselyn Perez
Fax:
+632 706 2212
Email:
rperez@sgcglobal.co.uk
Payment:
1.
Seat will be reserved upon payment of the prescribed fees stated in this Registration Form.
Refunds, Cancellation and Substitution Policies
1.
Refunds will be honored if we received a written notice of cancellation 30 days prior to the start of the program and
must be faxed to 706-2212 or 706-4645. Cancellations received less than 30 days prior to the start of the program will
be charged 25% of the total program fee while those received one week prior to the start will be charged 50%.
IN-HOUSE TRAINING:
2.
No refund will be made for cancellations received after the stated deadline.
3.
CMA Philippines reserves the right to cancel, change venues, and facilitators due to factors beyond our control, and to
ensure learning effectiveness. In case of cancellation, seat can be moved to the next batch, or full refunds will be
If you have a considerable number of participants, we can
provide you with a more personal and specific approaches to
given.
4.
Substitutions for individuals can be made any time prior to event date.
meet your training requirements. Our program experts will
CMA FORM V3 062012
deliver the training to your organization at your chosen
location.
CONFIRMATION
I hereby certify that I have read and accepted all the terms and conditions stated in this
For more information, please contact:
registration form.
Roselyn Perez
+632 227 0443
rperez@sgcglobal.co.uk
______________________
______________________
SIGNATURE
www.cmaphilippines.com • Tel. No. +632 227 0443 • Fax No. +632 706 2212 • info@cmaphilippines.com
DATE