PLANNING AND CONTROL

The purpose of the course is to develop the knowledge of planning and control process in its stages of implementing strategies, measuring performances and supporting management decisions. In particular the course presents the management control and strategic control activities as a process of general management in the frame of firm's strategy and organization and deep down into technical instruments: center of responsibilities, budget and quarterly forecast, cost analysis and Activity Based Costing, financial and non-financial KPIs (with a focus on ESG indicators), measuring results and reporting, Balanced score-card. The course includes discussion in class of cases, exercises at home to be collectively reviewed in class, group cases, in class analysis of company's reports and a Company’s presentation of a platform of Business Intelligence.

Basic knowledge of accounting and financial reporting. Basic knowledge of strategy and organization.

Comprehensive knowledge of processes and instruments of management and strategic control and initial ability of their application to the activities of R&D, sale and marketing and manufacturing of a complex and integrated business unit.

Strategic planning process, multi-year plan and budget Strategic control, management control, task control and its difference vs internal control The management Control system : Organization, instruments and process The center of responsibilities (cases) The instruments of management control system and their adaptation to the company's strategy and profile Budget (case) and quarterly forecast Revenues analysis Cost configurations, cost analysis and standard cost Project’s and order’s estimates Contribution Margin and Break-even point Different methodologies to compute the full cost of a product (case) Activity Based Costing. The variation analysis for revenues, costs and margin Controlling R&D activities. Zero Base Budget to control overhead costs Measuring shareholders' return Capital budget and Financial Measures for capital allocation The Critical Success Factors Key Performance Indicators: financial and non-financial measures Reporting (reading a tableau de bord) Business Intelligence (company’s presentation) The Balanced Score Card Case: adapting the management control system to the strategic and functional character of the company.

REFERENCE BOOK Carlo M Ferro “Pianificazione e Controllo: organizzazione, strumenti e misure per tradurre la strategia in valore” – SECOND EDITION April 2021 -LUP RECCOMENDED READING N Anthony The Management Control Function - Harvard Business School Press H. Thomas Johnson Robert S Kaplan Relevance Lost, the rise and fall of management accounting, Harvard Business School Press, Capp 2,3,4,5, 6, 11. Robert S Kaplan, David P Norton Balanced Scorecard Harvard Business School Press Chap.from 1 to 7 DECK OF LESSONS, CASES AND EXERCISES DISTRIBUTED IN CLASS

FULLY ENQUIRED BASED MODEL: The course will be a combination of lectures, problem-solving, case studies, external company’s presentation, at home exercises and interactive in-class discussions of company's reports Interim test and two cases to be prepared in group and discussed in class will be relevant to the final valuation.

Attending lessons students: 20% Case Anselmo 20% Case Tondino 30% Interim test (1st part of the program) 30% Final exam: written test on the 2nd part and short oral discussion on the whole program Authorized non attending lessons students: Witten test and oral discussion on the whole program

Ability and interest to research on this topic. In particular, the decision concerning the supervision of the thesis will be taken on the basis of a short research project (2-3 pages in word) that must include: ·abstract for the project; ·main references; ·index/structure of the thesis.