Crisis Management may be defined as the process of preparing for and responding to an unpredictable negative event to prevent it from turning into an even bigger problem, or becoming a full-blown, widespread, life-threatening disaster. It involves the execution of well-coordinated actions to control the damage and preserve or restore confidence in the system under crisis. Risk management, on the other hand, is a process for identifying, assessing, and prioritizing risks of different kinds. Once
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2013 Understanding Companies and Their Business Risk Prepared by: Timothy Supandji Table of Contents EXECUTIVE SUMMARY 3 Factors in understanding company and business risk before accepting as New Client 4 Comparison of the Overall Financial Conditions of BHP Billiton Ltd and Rio Tinto Limited during the GFC 6 Explanation of risks associated with BHP and Rio Tinto Ltd during GFC 8 Managing Business Risk: BHP Billiton Ltd Vs Rio Tinto Limited 10 CONCLUSION 11 EXECUTIVE SUMMARY
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APPLIED CORPORATE FINANCE A MO RG A N S TA N L E Y P U B L I C AT I O N In This Issue: Market Efficiency and Risk Management The Global Financial Crisis and the Efficient Market Hypothesis: What Have We Learned? Contingent Capital vs. Contingent Reverse Convertibles for Banks and Insurance Companies International Insurance Society Roundtable on Risk Management After the Crisis 8 Ray Ball, University of Chicago 17 Christopher L. Culp, Compass Lexecon and University of Chicago 28
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Risk Management Planning Carvella Bennett Everest University Risk management planning is the process of developing options and actions to enhance opportunities and reduce threats to project objectives. Risk management implementation is the process of executing risk management actions. Effective crisis response begins with effective decision-making. Good initial decisions can make even a catastrophe manageable; bad decisions can fatally exacerbate an otherwise small problem. In both cases,
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Randstad Srikanth Balachander CFO, Bharti Airtel Caroline Raggett Managing Director, London financial officers’ practice, Russell Reynolds Associates Evelyn Bourke CFO, Friends Provident Stephen Carver Media and crisis management expert, Cranfield School of Management Ian Dyson (formerly) CFO, Marks & Spencer Luigi Ferraris CFO, Enel Andy Halford CFO, Vodafone Simon Henry CFO, Royal Dutch Shell René Hooft Graafland CFO, Heineken Juha Laaksonen CFO, Fortum Patrick Regan CFO
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INTRODUCTION TO CAPITAL MARKETS What is investment banking? Investment banks act as intermediaries in capital markets, helping the matching of sellers and buyers of various securities and advising institutional investors, government and companies on their investment strategies, on their financing needs (helping them to raise money) and their acquisitions. Two main areas: (1) Securities or capital markets divisions: trading in the equity, fixed income ,FX and commodities markets
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COMPANY: Long Term Capital Management OVERVIEW: The following Case Study addresses an amazing Company called “Long Term Capital Management” (LTCM). This is a fascinating story of big time business and the ignored impact of the omnipresent timeless, Ten Early Warning Signals. These Signals can be controlled and converted into profitable success or perilously ignored at the risk of losses and eventual failure. DATE PREPARED: July 4, 2007 CASE STUDY PREFACE During our three decades of “hands on”
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QUESTION’s asked? What should ZARA do? • Should they do it? Why? • Value Chain & VRIN Analysis – (Inimitability is Key) • TOTAL Financial implications versus the Risk. • Diagnosis of Challenges & Recommendations. • People, Processes, Technology. • A Crisis of Coordination • Implementation strategy, communications and Stakeholder Management is KEY! • Summary 2 • ‘63 = House Coat Manufacturer, to Inditex in 2003 • Vertically Integrated Network (Production, DC’s, Retail) • €3.9billion Revenues
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markets; • Integrative view: FM is the multidiscipline based on the integration of 3 disciplinairy management fields: Resource Management, Service Management, Hospitality Management. FM resources • • • • • • • Human resources Material resources Information resources Financial resources Market resources Production & Logistics resources Development resources (Innovation) FM andHospitality Management • The art of welcoming • The conditioning of behaviour • The conditioning of navigation 3
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1. Introduction 2 Types of strategy Corporate strategy Diversification Vertical Integration Takeover Entry into new business segments Disinvestments Role of headquarter Competitive strategy Product strategy Advertising measures Price strategy Make of buy Innovation strategy Building up market entry barriers Usage of economies of scale Building up alliances Competitive advantages 1. Company 2. Competitor 3. Customer Unique Selling Proposition The unique feature of a product, which enables to have
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