The British Academy for Training and Development offers Evaluating collaborative development opportunities training course. This training course on Evaluating Collaborative Development Opportunities is one of the most important activities in the development of business i.e. the critical analysis and evaluation of possible potential investors or partners. All firms are becoming increasingly complex in terms of techno structures, tech competition, and strategic making. As a result, the relationship that a company would nurture with any potential investor and partner will definitely require a greater set of standards for appraisal and focus than it has been in the past.

This training programme would focus on applying due-diligence tools and techniques to evaluate opportunities for developing mutually beneficial relationships with these two significant holder categories. Due diligence is a multidimensional subject. It is built on an understanding of what potential investors and partners need from and want to achieve through their participation in a venture; what criteria they will use to assess either a favorable or unfavorable opportunity; how compatible such partners will be with the strategic and operational objectives of this company in that process and finally, needs a structured system through which attraction and integration of new investors and partners can be accomplished so as to keep on indefinitely improving the condition of profitable growth within the company.

Objective:

At the end of this training course on Evaluating Collaborative Development Opportunities, you will learn how to:

Recognise the attributes and characteristics new investors and partners requireAssess the history and the destiny of the new investors and partners with regard to performanceChoose and engage with new investors and partnersAnticipate and navigate through the challenges of integrating new investors and partnersEvaluate the strategic impact of having added the new relationshipsLearn how to induce synergy into their respective organisations by encouraging networking, collaboration, participation and ultimately organizational synergy and subsequently continual collaborative developmentStudy how to collate strategic acumen in relation to ascertaining best case scenarios for conjunctive collaborative developmentCompile situation specific business cases for the management of collaborative development in your organisationUnderstand your legal obligations in terms of the management of collaborative developmentKnow how to enforce the management agreement for collaborative development through clauses therein, in case of non-complianceRecognise how to spot common errors when reviewing the components of a collaborative engagement/development business case.WHO SHOULD ATTEND?

This training course is designed for:

Corporate Finance OfficersStrategic Planners and Investment AnalystsInternal Auditors and Management AccountantsOperations and Supply Chain ManagersMerger and Acquisition SpecialistsOrganisational Development SpecialistsHow will attendees benefit?

The participants of this course will learn the practical benefits that will help them to find and analyse the best options for collaboration regarding their teams or organisations. They will know how to systematically assess partnerships, joint ventures, and internal collaborations in order to make better-informed decisions. These will give managers more strength in negotiation and partnership building because by understanding the risk, benefit, and the strategic fit of each opportunity, they will understand how to build stronger partnerships for driving innovation and business growth.

They will also develop critical thinking, negotiation, and communication skills that will be needed to manage a successful collaboration. This course will also provide them with the confidence to present such proposals to senior leadership and stakeholders. In other words, these value added courses will better equip managers in their job positions to identify valuable opportunities and manage them as impactful projects.

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

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?

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

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

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