Business Analysis and strategies have a disciplined approach for introducing and managing change to organizations.
It is used to shed light on the need for change in how organizations work, and to facilitate that change. Business analysts and strategists identify and define the solutions that maximize the value delivered by an organization to its stakeholders. The scope of work extends across all levels of an organization and may be involved in everything from defining strategy, to creating the enterprise architecture, to taking a leadership role by defining the goals and requirements for programs and projects. Business analysis is a professional discipline of quantifying business needs and deciding solutions to business problems. The person who carries out these tasks is called a Business Analyst. Do you have the skills and competence required to lead your next company’s business growth strategy?
If not, no worries!
You are in the right place!
That course covers:
1. Mergers and Acquisitions Module
– What are Mergers and Acquisition
– Legal aspects of M&A
– Types of Mergers and Acquisitions
– Friendly or hostile take over
– How to resist a hostile take-over
– pre-acquisition steps
– post-acquisition steps
– Synergies and benefits
– Disadvantages of M&A
– Valuation Techniques & Tactics
– Deal Negotiations and Managerial Tactics
– Tax Impacts of M&A
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2. Enterprise Risk Management Module
– Nature and Causes of Risk
– Risk Types
– Risk Appetites and Attitudes
– Importance & effectiveness of ERM
– Risk Identification
– Risk Assessment
– Risk Treatment
– Risk Communication & Reporting
– Risk Monitoring & Documenting
3. Business Budgeting & Variance Analysis Module
– Characteristics and objectives of Budgeting
– Approaches to Budgeting
– The budgeting process
– Types of budgets
– Behavioral aspects of budgeting
– Comprehensive Variance Analysis
Introduction
Course Introduction
What you expect out of your suitcase
Tutor Introduction
Study Plan
What are Mergers and Acquisition?
Introduction to M & A
Doubts over definitions of M&A
Acquisition Definition
Mergers Definition
Let’s Communicate together!
Legal aspects of M&A
Legal form of Acquisitions
Legal form of Mergers
Legal form of Integration
Types of Mergers and Acquisitions (based on industry, products, and services)
Types of M&A based on industry
Vertical M&A
Vertical M&A example
Horizontal M&A
Conglomerate M&A
Conglomerate M&A and risks
Concentric M&A
Types of mergers and acquisitions (based on company form)
Types of M&A based on Company form
Private target company
Public target company
Friendly or hostile take over
Friendly or hostile take-over
Friendly take over
Hostile take over
How to resist a hostile take-over
Techniques to counter attack a hostile take over
Golden Parachute
Poison Pill
Self-Tender
Greenmail
PAC-MAN
White Knight
Asset Spinoff
People Pill technique
pre-acquisition steps
Pre-acquisition steps brief
Determine Growth Markets/Services
Identify Merger and Acquisition Candidates
Assess Strategic Financial Position and Fit
Make a Go/No Decision
Perform business Valuation
Perform Due Diligence, Negotiate , & Execute Transaction
Post-acquisition steps
post-acquisition steps
Top Executives & Stakeholders
Diligence Team Members
Human Resources
A Change Management Expert
Synergies and benefits of M&A
Synergies of M&A
Cost synergies
Revenue synergies
Financial synergies
Marketing synergies
Disadvantages of M&A
Disadvantages of M&A
Clash of Cultures
Diseconomies of Scale
Consumer Perceptions
The Layoffs Dilemma
Higher Consumer Prices
Economies vs. Diseconomies of scale
Valuation Techniques & Tactics
Valuation Techniques
Assets Based Valuation
Assets Based Valuation Example
Income Based Valuation
Income Based Valuation Example
Income Based Valuation Example advanced
Market Based Valuation
Market Based Valuation Example
Deal Negotiations and Managerial Tactics
The Letter Of Intent (LOI)
Negotiations after The Letter Of Intent (LOI)
Importance of Negotiations
What to do before negotiations start?
What to do during negotiations?
What to do after negotiations?
Tax Impacts of M&A
Tax impacts and consequences of M&A
Stock purchase transaction
Pros & Cons of Stock purchase transaction
Assets purchase transaction
Pros & Cons of Assets purchase transaction
Nature and Causes of Risk
Introduction to Causes of Risks
Nature of risk
Natural causes of risks
Competition Risk
Change in demand for the product
Human Causes of Business Risk
Change in Government Policies
Mismanagement Risk
Cash Flow Risk
Employee-Related Issues
Risk Types
Introduction to risk types
Strategic Risk & (Kodak & Xerox)
Compliance Risk
Operational Risk
Financial Risk
Reputational Risk
Security and Fraud Risk
Economic Risk
Competition Risk
Physical Risk
Human Risk
Risk Appetites and Attitudes
How much risk is too much risk?
Risk Appetite
Risk Attitude
Importance & effectiveness of ERM
Importance of ERM
Effectiveness of ERM
Risk Identification / Event Identification
Introduction to Practical steps of ERM
What is Risk Identification?
How to identify risks?
Hazard and Operability (HAZOP).
Risk Assessment & Mapping /Analysis/ Evaluation
What is risk analysis?
Sources of information & Risk analysis techniques
Risk Evaluation
Risk treatment/Actions/Strategies
Risk Treatment
Risk Mapping
How To Apply and Chose risk treatment?
Assign risk ownership
Risk Communication and Reporting
Risk communication
Risk Register
Importance of Risk communication
RISK Management Reporting
Risk Monitoring, Review & Documenting
Monitoring and review
Measuring risk management performance
Recording the risk management process
Characteristics and objectives of Budgeting
Introduction to the Budgeting Module
What is budgeting?
Importance of budgeting
Characteristics of budgeting
Objectives of budgeting
Approaches to Budgeting
Top-Down Budget
Bottom-Up Budget
Participatory budgeting
Non-participatory budgeting
The budgeting process
Budget committee meets
Identify the principal budget factor
Prepare the sales budget
Prepare the functional (departmental) budgets
Negotiation process
Review process
Formal acceptance of the budget
Types of budgets
Incremental budgeting
Zero-based budgeting (ZBB)
Continuous budgeting (‘rolling’ budgets)
Activity-based budgeting (ABB)
Fixed Budgets
Flexible Budgets
Flexible Budgets Example
Behavioral aspects of budgeting
Behavioral aspects of budgeting
Promoting goal congruence
Dysfunctional behavior
Participation of employees in negotiating targets Benefits
Full Budgeting case scenario
Comprehensive Variance Analysis
An overview of the whole budgetary process
What are Variances?
Standard costs
Main parts of standard costs
Elements of variance analysis
Material variances
Labor variances
Variable overhead variances
Fixed overhead variances
Sales volume variance
Wrapping up and Conclusion
Wrapping up and conclusion
Wrap up
Conclusion
