The Complete Business Suitcase That Everyone Needs!

[LeeAndro]

Published 12/2022MP4 | Video: h264, 1280x720 | Audio: AAC, 44.1 KHzLanguage: English | Size: 9.24 GB | Duration: 8h 52m

Business Administration, Analysis & Strats from Zero to Hero!​

Mergers and Acquisitions
Enterprise Risk Management
Business Budgeting and Variance Analysis
Business Analysis

Basic Business Knowledge

Business Analysis and strats 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 strategyIf 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- Synes and benefits- Disadvantages of M&A- Valuation Techniques & Tactics- Deal Negotiations and Managerial Tactics- Tax Impacts of M&A2. 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 & Documenting3. 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

Section 1: Introduction

Lecture 1 Course Introduction

Lecture 2 What you expect out of your suitcase

Lecture 3 Tutor Introduction

Lecture 4 Study Plan

Section 2: What are Mergers and Acquisition

Lecture 5 Introduction to M & A

Lecture 6 Doubts over definitions of M&A

Lecture 7 Acquisition Definition

Lecture 8 Mergers Definition

Lecture 9 Let's Communicate together!

Section 3: Legal aspects of M&A

Lecture 10 Legal form of Acquisitions

Lecture 11 Legal form of Mergers

Lecture 12 Legal form of Integration

Section 4: Types of Mergers and Acquisitions (based on industry, products, and services)

Lecture 13 Types of M&A based on industry

Lecture 14 Vertical M&A

Lecture 15 Vertical M&A example

Lecture 16 Horizontal M&A

Lecture 17 Conglomerate M&A

Lecture 18 Conglomerate M&A and risks

Lecture 19 Concentric M&A

Section 5: Types of mergers and acquisitions (based on company form)

Lecture 20 Types of M&A based on Company form

Lecture 21 Private target company

Lecture 22 Public target company

Section 6: Friendly or hostile take over

Lecture 23 Friendly or hostile take-over

Lecture 24 Friendly take over

Lecture 25 Hostile take over

Section 7: How to resist a hostile take-over

Lecture 26 Techniques to counter attack a hostile take over

Lecture 27 Golden Parachute

Lecture 28 Poison Pill

Lecture 29 Self-Tender

Lecture 30 Greenmail

Lecture 31 PAC-MAN

Lecture 32 White Knight

Lecture 33 Asset Spinoff

Lecture 34 People Pill technique

Section 8: pre-acquisition steps

Lecture 35 Pre-acquisition steps brief

Lecture 36 Detee Growth Markets/Services

Lecture 37 Identify Merger and Acquisition Candidates

Lecture 38 Assess Strat Financial Position and Fit

Lecture 39 Make a Go/No Decision

Lecture 40 Perform business Valuation

Lecture 41 Perform Due Diligence, Negotiate , & Execute Transaction

Section 9: Post-acquisition steps

Lecture 42 post-acquisition steps

Lecture 43 Top Executives & Stakeholders

Lecture 44 Diligence Team Members

Lecture 45 Human Resources

Lecture 46 A Change Management Expert

Section 10: Synes and benefits of M&A

Lecture 47 Synes of M&A

Lecture 48 Cost synes

Lecture 49 Revenue synes

Lecture 50 Financial synes

Lecture 51 Marketing synes

Section 11: Disadvantages of M&A

Lecture 52 Disadvantages of M&A

Lecture 53 Clash of Cultures

Lecture 54 Diseconomies of Scale

Lecture 55 Consumer Perceptions

Lecture 56 The Layoffs Dilemma

Lecture 57 Higher Consumer Prices

Lecture 58 Economies vs. Diseconomies of scale

Section 12: Valuation Techniques & Tactics

Lecture 59 Valuation Techniques

Lecture 60 Assets Based Valuation

Lecture 61 Assets Based Valuation Example

Lecture 62 Income Based Valuation

Lecture 63 Income Based Valuation Example

Lecture 64 Income Based Valuation Example advanced

Lecture 65 Market Based Valuation

Lecture 66 Market Based Valuation Example

Section 13: Deal Negotiations and Managerial Tactics

Lecture 67 The Letter Of Intent (LOI)

Lecture 68 Negotiations after The Letter Of Intent (LOI)

Lecture 69 Importance of Negotiations

Lecture 70 What to do before negotiations start

Lecture 71 What to do during negotiations

Lecture 72 What to do after negotiations

Section 14: Tax Impacts of M&A

Lecture 73 Tax impacts and consequences of M&A

Lecture 74 Stock purchase transaction

Lecture 75 Pros & Cons of Stock purchase transaction

Lecture 76 Assets purchase transaction

Lecture 77 Pros & Cons of Assets purchase transaction

Section 15: Nature and Causes of Risk

Lecture 78 Introduction to Causes of Risks

Lecture 79 Nature of risk

Lecture 80 Natural causes of risks

Lecture 81 Competition Risk

Lecture 82 Change in demand for the product

Lecture 83 Human Causes of Business Risk

Lecture 84 Change in Government Policies

Lecture 85 Mismanagement Risk

Lecture 86 Cash Flow Risk

Lecture 87 Employee-Related Issues

Section 16: Risk Types

Lecture 88 Introduction to risk types

Lecture 89 Strat Risk & (Kodak & Xerox)

Lecture 90 Compliance Risk

Lecture 91 Operational Risk

Lecture 92 Financial Risk

Lecture 93 Reputational Risk

Lecture 94 Security and Fraud Risk

Lecture 95 Economic Risk

Lecture 96 Competition Risk

Lecture 97 Physical Risk

Lecture 98 Human Risk

Section 17: Risk Appetites and Attitudes

Lecture 99 How much risk is too much risk

Lecture 100 Risk Appetite

Lecture 101 Risk Attitude

Section 18: Importance & effectiveness of ERM

Lecture 102 Importance of ERM

Lecture 103 Effectiveness of ERM

Section 19: Risk Identification / Event Identification

Lecture 104 Introduction to Practical steps of ERM

Lecture 105 What is Risk Identification

Lecture 106 How to identify risks

Lecture 107 Hazard and Operability (HAZOP).

Section 20: Risk Assessment & Mapping /Analysis/ Evaluation

Lecture 108 What is risk analysis

Lecture 109 Sources of information & Risk analysis techniques

Lecture 110 Risk Evaluation

Section 21: Risk treatment/Actions/Strats

Lecture 111 Risk Treatment

Lecture 112 Risk Mapping

Lecture 113 How To Apply and Chose risk treatment

Lecture 114 Assign risk ownership

Section 22: Risk Communication and Reporting

Lecture 115 Risk communication

Lecture 116 Risk Register

Lecture 117 Importance of Risk communication

Lecture 118 RISK Management Reporting

Section 23: Risk Monitoring, Review & Documenting

Lecture 119 Monitoring and review

Lecture 120 Measuring risk management performance

Lecture 121 Recording the risk management process

Section 24: Characteristics and objectives of Budgeting

Lecture 122 Introduction to the Budgeting Module

Lecture 123 What is budgeting

Lecture 124 Importance of budgeting

Lecture 125 Characteristics of budgeting

Lecture 126 Objectives of budgeting

Section 25: Approaches to Budgeting

Lecture 127 Top-Down Budget

Lecture 128 Bottom-Up Budget

Lecture 129 Participatory budgeting

Lecture 130 Non-participatory budgeting

Section 26: The budgeting process

Lecture 131 Budget committee meets

Lecture 132 Identify the principal budget factor

Lecture 133 Prepare the sales budget

Lecture 134 Prepare the functional (departmental) budgets

Lecture 135 Negotiation process

Lecture 136 Review process

Lecture 137 Formal acceptance of the budget

Section 27: Types of budgets

Lecture 138 Incremental budgeting

Lecture 139 Zero-based budgeting (ZBB)

Lecture 140 Continuous budgeting ('rolling' budgets)

Lecture 141 Activity-based budgeting (ABB)

Lecture 142 Fixed Budgets

Lecture 143 Flexible Budgets

Lecture 144 Flexible Budgets Example

Section 28: Behavioral aspects of budgeting

Lecture 145 Behavioral aspects of budgeting

Lecture 146 Promoting goal congruence

Lecture 147 Dysfunctional behavior

Lecture 148 Participation of employees in negotiating targets Benefits

Lecture 149 Full Budgeting case scenario

Section 29: Comprehensive Variance Analysis

Lecture 150 An overview of the whole budgetary process

Lecture 151 What are Variances

Lecture 152 Standard costs

Lecture 153 Main parts of standard costs

Lecture 154 Elements of variance analysis

Lecture 155 Material variances

Lecture 156 Labor variances

Lecture 157 Variable overhead variances

Lecture 158 Fixed overhead variances

Lecture 159 Sales volume variance

Section 30: Wrapping up and Conclusion

Lecture 160 Wrapping up and conclusion

Lecture 161 Wrap up

Lecture 162 Conclusion

Business Analysts,Risk Managers,Accountants,Managers,Budget Analysts,Business Strategists,Finance Proffesionals,Business Students,Accounting Students,Finance Students,Business owners,Business Administration Students,Entrepreneurs

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