2011

September 3 - November 26, 2011, Crowne Plaza Galleria, Ortigas, Pasig City

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 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 Understand the ethical constraints that guide a manager in pursuing his/ her ultimate goal of maximizing the value of the firm.

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. Mitsunori Motohashi, CMA Directors Advisor JAPAN

management decision at hand.

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THE CMA PROGRAM

The CMA Program is a globally recognized program of the Institute of Certified Management Accountants (ICMA) of Australia

Senior

management

professionals

who

have at least twenty (20) years of practical experience can apply for CMA membership without examination after completing the CMA Program. 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, communication skills and leadership abilities. Confidently assign them additional responsibilities, knowing they will be better equipped to maximize their contributions to your company's future. Apply their growing knowledge of business 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.

RECENT ATTENDEES:
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.

that grants the CMA designation to the successful 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 todays 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 job the next day.

QUALIFICATION
The CMA Program is open to both Accountants and Non-Accountants. University graduates with accounting degree need to take the CMA program while nonaccounting 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 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. +632 706 4645 Fax No. +632 706 4648 local 17 info@cmaphilippines.com

2011

PROGRAM SYLLABUS
Module 1 Strategic Business Analysis Day 1:
Topic 1: Corporate Objectives, Strategy and Structure
This topic overviews the concepts and development of strategic planning in modern business enterprises. The traditional areas of corporate strategy; such as strategic objectives and strategic planning decision models are first introduced to the student. The state of strategic thinking in the current environment is then considered, especially in relation to multiple approaches to analysing corporate strategy.

as CVP analysis and linear programming in the pricing area are discussed. Risk averse pricing strategies and their limitations are also covered in this topic.

marketing; i.e. place (or physical distribution). It is shown that the control of the supply-chain distribution function involves a trade-off between maximising customer service and minimising distribution costs, and that the management accountant has a significant role to play in achieving this balance. The various accounting techniques useful in distribution cost analysis and control are highlighted in this topic.

Case Exercises

Day 3:
Topic 5: Financial Dimensions of Pricing in International Business Strategies
This topic extends the discussion of the previous section on pricing, and considers within a competitive international market. It is shown that setting a selling price in a foreign market has, in addition to strategic marketing considerations, some unique international financial dimensions, due to the lengthening of the channels of distribution and the impact of multiple currencies.

Topic 9: Performance Valuation and Strategic Financial Structures

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.

Topic 2: Strategic Marketing Analysis and Budgeting

Here the marketing concept is introduced and the links between marketing and strategic business analysis are illustrated. It is shown how concepts such as the product life cycle and product portfolio matrix are linked to managerial accounting techniques such as budgeting and life cycle costing to provide relevant information for strategic decision making. A comprehensive strategic segmental marketing budget is developed in this topic.

Topic 6: Promotion: Push Strategy and Human Resource Management

Here the principal ways of communicating with the market, referred to collectively as the promotional mix are overviewed. The objective of this mix is to make a sale, either by pulling customers towards the product (using advertising) or by pushing the product to the customer (using personal selling). It is shown that the management accountant has a significant role push strategy, especially in the human resource management areas of controlling field sales operations and evaluating sales force performance.

Case Exercises

Day 6:
Topic 10: Free Cash Flows and Strategic Value Analysis
This topic introduces the concepts in a relatively new area, Strategic Value Management, and compares these concepts to the more traditional concepts in financial management. It is demonstrated that the concepts of value and strategic value can be quantified for planning purposes.

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 marketing, the others being price, promotion and place distribution, which will be discussed in detail in 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 companys management accountant possesses the tools and techniques required to provide the product managers with decision-orientated information.

Case Exercises

Day 4:
Topic 7: Promotion: Pull Strategy and Integrated Marketing Communication
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 evaluating advertising effectiveness.

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.

Case Exercises

Topic 12: Strategic Scorecards and Key Performance Indicators

Focus on corporate success / role of nonfinancial indicators in measuring and controlling this success. The importance of monitoring the internal and external environment is highlighted; in terms of a firms critical success factors.

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

Case Exercises

Day 5:
Topic 8: Supply Chain Management and the Place-Distribution Decision
This topic considers the last P of the 4-Ps of

Case Exercises

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2011

PROGRAM SYLLABUS
Module 2 Strategic Cost Management Day 8:
Topic 1: Management Control Systems
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 management accounting within such a control framework. The design of management accounting systems is also considered.

obsolete cost systems and of improving cost control are also discussed. Whole of Life Costing, i.e. costing before, during and after manufacturing is considered within a complex and competitive industrial setting.

cial control systems with process based control systems. Some Key Questions to ask in the stra-

Topic 11: Emerging Issues 1: Triple Bottom Line Accounting and Carbonomics
Triple bottom line accounting is changing the way organisations go about their business. This topic explores what is meant by the "triple bottom line" and what it means for organisations, now and in the future. The impact of Global Warming and Carbon Emissions Trading on Cost Accounting is specifically considered.

Case Exercises

Day 10:
Topic 5: Benchmarking
This topic discusses in depth benchmarking; which is the formal process of measuring and comparing a companys operations, products, and services against those of top performers, both within and outside that companys primary industry.

Topic 12: Emerging Issues 2: Governance, Empowerment and the 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 corporate affairs. Next, it considers the issue of an Empowered workforce, and how this can contribute to enhanced shareholder value. Finally, it considers assurance issues using leading rather than lagging indicators, via the Strategic Audit.

Topic 6: Activity Based Cost Allocation Systems

This topic focuses on the principles of Activity Based Costing (ABC), which is shown as the response to the challenge of complexity. Aspects such as volume, structural and introductory costs are specifically considered.

Topic 2: Lean Manufacturing and Quality Control

This topic introduces the traditional production management techniques and strategies. The 5Ps of production are specifically considered; i.e. the product, plant, process, program, and people. The three traditional types of production; i.e. Job; Batch; and Flow production are also studied, and concepts such as quality and reliability are also introduced. Modern production management techniques originating from Japan, such as Flexible Manufacturing Systems (FMS); and Total Quality Management (TQM) are also considered.

Case Exercises

Day 11:
Topic 7: Customer Profitability Analysis
This topic moves the focus from analysis to action. Methods of finding profitable customers and products are considered, as is the area of account management.

Case Exercises

ADMISSION PROCEDURE

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 Japan, such as Just-In-Time production (JIT). The strategic management accounting issues raised by such philosophies and techniques and aspects of the influence of the philosophy on production and purchasing are also covered.

Topic 8: Process Control and Activity Based Management

Here the areas of process control and activity based management are discussed. Monitoring systems, and the concepts of frequency, timeliness and accuracy are considered, especially in relation to white-collar departments.

Fulfill educational credentials Apply for admission for certification program Register and pass certification/ qualifying exam Satisfy the experience requirement Apply for ICMA Membership and carry CMA designation Comply with the ICMA Statement of Ethical Professional Practice

Case Exercises

Day 12:
Topic 9: Implementing Cost Analysis and Control Systems
This outlines the implementation process of activity based costing. Behavioural aspects, especially in creating motivation are discussed. Long-term cost management models are also considered.

Topic 4: Life Cycle Costing Systems

This topic overviews the complexity that exists in modern industrial settings, and why the conventional management accounting techniques may provide misleading information in such environments. It is shown that indirect costs make up the largest percentage of total costs in such complex firms, and that there are many challenges in allocating such indirect costs. Methods of identifying

Topic 10: Strategic Performance Management Systems

This topic looks at Strategic Performance Measurement Systems, especially the linking of finan-

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2011

KINDLY FILL-OUT THIS FORM AND FAX TO +632 706 4648 loc. 17
Registration forms received will only serve as notice for reservation. Your enrollment to the program will only be closed upon receipt of payment. SEND YOUR VALIDATED DEPOSIT SLIP WITH YOUR NAME VIA FAX OR EMAIL TO CLOSE YOUR RESERVATION.

REGISTRATION FORM

PROGRAM INVESTMENT
PROGRAM FEE FULL PAYMENT INSTALLMENT *PHP 85,000.00 *PHP 20,000.00 upon Registration *PHP 20,000.00 *PHP 15,000.00 *PHP 15,000.00 *PHP 15,000.00 Early Bird Discount 1st Session 2nd Session 5th Session 9th Session

Group Discount

PHP 3,000.00 less if enrolled/ registered and paid one month before program schedule PHP 3,000.00 less each group of 5 or more.

Program Fee is NET of any applicable tax and non refundable. Post dated checks are required for instalment. POST PROGRAM RELEVANT FEES Examination/Research Exam Fee PHP 4,950.00 (2 subjects) PHP 1,980.00 (Application Fee) Membership fee PHP 9,405.00 (CMA Membership fee) PHP 2,475.00 (Once off joining fee) PHP 6,930.00

PHP 11,880.00

FOR PAYMENT INSTRUCTIONS PLEASE CALL: +632 6879856

BILLING
MODE OF PAYMENT ( ) Full payment ( ) Instllment ( ) Company Sponsored ( ) Personal Expense

Please provide the following information if the invoice for participation should be directed to someone other that yourself. Name: Position: Company Address: Postal Code Tel. No: Email: Facsimile:

Cancellation: If participant cannot attend personally, a substitute participant is welcome to join the program for no extra charge. Should the substitute be unable to attend, we will promptly refund your fee less a service charge of 25%. Condition: You must inform us in formal writing 30 days or more before the start date of the program. No refunds are possible for cancellations received less than 30 days before this program. Instead you will be issued with a 50% Discount Training Voucher, which entitles you (or a nominated colleague) to attend a public course arranged by CMA Training Philippines within the next 12 months. Note: The minimum number of attendees for the program is 15 pax thus; CMA Training Philippines reserves the right to reschedule the program if and when minimum number is satisfied.

OFFICE USE ONLY

OR No. Amount Paid: Date Paid: DCR No.: Verified:

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