• Post category:StudyBullet-11
  • Reading time:15 mins read

Business Administration, Analysis & Strategies from Zero to Hero!

What you will learn

Mergers and Acquisitions

Enterprise Risk Management

Business Budgeting and Variance Analysis

Business Analysis


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




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
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