In this article, we will move to the bottom line of P&L considering how finance can guide management in resource allocation and drive business profitability.
Alexander Antonov
Alexander Antonov is a visionary finance and project management professional with over two decades of experience spanning multinational corporations, consultancy and academia.
He has held senior leadership roles in renowned organisations such as Sandoz and Deloitte, where he specialised in M&A, business automation, pricing and P&L management. With a proven track record of delivering transformative initiatives, Alexander has led projects ranging from ERP implementations and organisational restructuring to complex integrations and compliance programs.
Passionate about knowledge creation and sharing, he also serves as a lecturer on corporate strategy and controlling, blending academic insight with practical application.
Alexander holds an MBA in Business Strategy from BI Norwegian Business School and a Ph.D. in Business Process Automation.
LinkedIn profile: https://www.linkedin.com/in/alexander-antonov-5b016736/
Author's Articles
Using P&L as a map for the journey (see image 1 below), the first three articles explored three initial steps focusing on the pre-P&L analysis and price management. In this article, we will move via net sales to marginality and look at how finance can take initiative and lead the effort to increase both sales and business profitability.
In this article, we will stay with the price and look at another example how it could be successfully controlled. Price management is a very sensitive and complicated topic touching multiple business aspects including ethics.
Price is a strong lever of the company performance, which is often underestimated. Having mastered price management skills, the company gets a strong boost not only on top but also and mainly on the bottom line.