Module 1: Evaluating Collaborative Development Opportunities
Day One: The Basics of Due Diligence in Business Decisions
- The Changing Dynamics of Global Business
- The Strategic Relevance of Due Diligence in Market Analysis
- The Strategic Relevance of Due Diligence in Financial Management
- The Strategic Relevance of Due Diligence in Merger and Acquisition
- The Strategic Relevance of Due Diligence in Business Planning
Day Two: Due Diligence in Market Analysis
- Market Analysis (1) – Data Search and Business Intelligence
- Market Analysis (2) – Analytical Tools and Techniques
- How attractive is the market sector that we are evaluating?
- How strong is our performance in this market sector?
- What is the potential for sustainable profitable growth?
Day Three: Due Diligence in Financial Management
- Profit and Loss Statement – What this signifies?
- Balance Sheet – What this signifies?
- Cashflow Statement – What this signifies?
- Evaluating the Financial Anatomy – Structure and Gearing
- Evaluating the Financial Anatomy – Robustness and Sustainability
Day Four: Theme: Due Diligence in Risk Analysis and Risk Management
- Identification of Types of Risk in this Company
- Quantitative and Qualitative Tools and Techniques of Risk Analysis
- Best Practice in Risk Management – A Structured Process
- The Emerging Concept of “Risk Engineering”
- International Standards and Requirements of Corporate Governance
Day Five: Theme: Due Diligence in Strategic Planning
- What is strategy and why is it important?
- Alternative Approaches to Strategic Planning
- Management and Control – dealing with variance and divergence
- Balancing Short-term and Long-term Programmes and Projects
- Example of a Strategic Planning Framework
- Discussion and Plan – How to apply themes 1-5 in your company?
Module 2: Managing Collaborative Development
Day Six: Understanding the Requirements of Due Diligence in Investor Evaluation
- How an investor analyses and evaluates an investment opportunity?
- Understanding the Criteria and Approaches of Different Types of Investor
- The Investor’s Perspective – profitability, growth, future viability
- A Due Diligence Model that Facilitates and Supports our Choice of Investor
- Managing Investor Relations as our Organisation Develops and Changes
Day Seven: Understanding the Requirements of Due Diligence in Partner Evaluation
- The Strategic Rationale for Partnership
- The Various Forms of Partnership
- The Process of Partner Identification
- Financial Evaluation of Potential Partners
- Non-financial Evaluation of Potential Partners
Day Eight: Applying Due Diligence in Evaluating Partnerships
- Identifying Resources Required – complementary or additional
- Determining the Characteristics of Potential Partner(s)
- Tools and Techniques for Initial Screening
- The Guiding Principle of “Tissue Match”
- Reducing the Long List to a Short List
- Refining the Short-list Process
- Summary of the Complete Process and Agreeing the Short List
Day Nine: Applying Due Diligence in Managing Partnerships
- The Managerial Differences between a Strategic Alliance and a Joint Venture
- The Process of Agreeing the Business Case
- Negotiating the Terms of an Alliance or a Joint Venture
- Choosing the Most Effective Partnership Structure
- The Life-cycle of the Partnership and the Challenge of Renewal
Day Ten: Learning Applications
- Use of Relevant Data and Information to Support Decisions
- Due Diligence in Aligning Strategy and Operations
- Due Diligence in Scenario Forecasting and Strategic Choice
- How to Apply Themes 1-5 in this Company
- Discussion – Interaction – Agreeing Priorities for the Company
- Delegates’ Personal Plans for Follow-up Action