{"product_id":"investment-risk-management-hardback-9780470849514","title":"Investment Risk Management (Hardback) 9780470849514","description":"\u003cfont face=\"Georgia\"\u003e\r\n\u003cp\u003e\u003cfont size=\"6\"\u003eInvestment Risk Management\u003c\/font\u003e\u003cbr\u003e\r\n\r\n\r\n\r\n\r\n\r\n\u003c\/p\u003e\n\u003cp\u003e\u003cfont size=\"4\"\u003eYen Yee Chong (Author)\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003e9780470849514, Wiley\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003eHardback, published 12 December 2003\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003e224 pages\u003cbr\u003e25 x 18 x 1.8 cm, 0.539 kg\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\r\n\r\n\r\n\r\n\u003cp align=\"justify\"\u003e\u003cstrong\u003e\u003cfont size=\"3\"\u003eDie Einschätzung des Investmentrisikos birgt zwei große Gefahren: Wird es unterschätzt, geht dies zu Lasten des Anlegers; wird es überschätzt, verhindert dies die Umsetzung großer Unternehmensprojekte.\u003cbr\u003e \u003cbr\u003e \"Handling Investment Risk\" erläutert ausführlich und praxisnah, wie man das Investmentrisiko richtig analysiert.\u003cbr\u003e \u003cbr\u003e Das Buch behandelt eine Reihe geeigneter Strategien sowie die gängigsten Verfahren im Investment Risikomanagement.\u003cbr\u003e \u003cbr\u003e Es basiert auf einem praxisorientierten Ansatz und zeichnet sich durch eine objektive und verständliche Darstellung aus.\u003cbr\u003e \u003cbr\u003e Darüber hinaus geht der Band auch auf Richtlinien und Vorschriften von Kontrollinstanzen ein, die Markt und Anleger gleichmaßen schützen sollen.\u003cbr\u003e \u003cbr\u003e Autor Yen Yee Chong ist ein anerkannter Experte auf diesem Gebiet.\u003cbr\u003e \u003cbr\u003e \"Handling Investment Risk\" - Ein unverzichtbarer Leitfaden zur richtigen Bewertung des Investmentrisikos.\u003c\/font\u003e\u003c\/strong\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003e\u003cb\u003e1 Introduction to Investment Risk.\u003c\/b\u003e  \u003cp\u003eDream versus rude awakening.\u003c\/p\u003e \u003cp\u003eBook structure.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e2 The Beginning of Risk.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eRisk and business.\u003c\/p\u003e \u003cp\u003eCase study: The shark and its risk.\u003c\/p\u003e \u003cp\u003eCase study: The ruin of Crédit Lyonnais (CL).\u003c\/p\u003e \u003cp\u003eCase study: ABB engineering.\u003c\/p\u003e \u003cp\u003eInvestment scams.\u003c\/p\u003e \u003cp\u003eBanking risk and sharks.\u003c\/p\u003e \u003cp\u003eRisk management as a discipline.\u003c\/p\u003e \u003cp\u003eHumans and risk.\u003c\/p\u003e \u003cp\u003eCase study: High-street retail store losses.\u003c\/p\u003e \u003cp\u003eCase study: Allied Irish Bank (AIB).\u003c\/p\u003e \u003cp\u003eThe state of the investment game.\u003c\/p\u003e \u003cp\u003eRisk types.\u003c\/p\u003e \u003cp\u003eReputation risk.\u003c\/p\u003e \u003cp\u003eCase study: Equitable Life.\u003c\/p\u003e \u003cp\u003eCredit risk.\u003c\/p\u003e \u003cp\u003eMarket risk.\u003c\/p\u003e \u003cp\u003eOperational risk.\u003c\/p\u003e \u003cp\u003eRisk and damage.\u003c\/p\u003e \u003cp\u003eViable alternatives.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e3 Investing under Risk.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eHuman behaviour and investment choice.\u003c\/p\u003e \u003cp\u003ePortfolio management.\u003c\/p\u003e \u003cp\u003eValue-at-Risk (VaR).\u003c\/p\u003e \u003cp\u003eMonte Carlo simulation.\u003c\/p\u003e \u003cp\u003eCollective use of mathematical tools.\u003c\/p\u003e \u003cp\u003ePosition keeping.\u003c\/p\u003e \u003cp\u003eInvestment managerial control.\u003c\/p\u003e \u003cp\u003eThe treasurer’s role.\u003c\/p\u003e \u003cp\u003eTrading and risk management.\u003c\/p\u003e \u003cp\u003eInvestment risk experts.\u003c\/p\u003e \u003cp\u003eCase study: A large UK PLC defined benefits pension fund.\u003c\/p\u003e \u003cp\u003eWho controls whom.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e4 Investing under Attack.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eInvestor disenchantment.\u003c\/p\u003e \u003cp\u003eRisk-bearers and risk-takers.\u003c\/p\u003e \u003cp\u003eProfessional investor\/shareholder.\u003c\/p\u003e \u003cp\u003eInvestment companies\/fund managers.\u003c\/p\u003e \u003cp\u003eInvestment banks.\u003c\/p\u003e \u003cp\u003eAuditors.\u003c\/p\u003e \u003cp\u003eA look in the risk mirror.\u003c\/p\u003e \u003cp\u003eRisk-averse.\u003c\/p\u003e \u003cp\u003eRisk-neutral.\u003c\/p\u003e \u003cp\u003eRisk-takers.\u003c\/p\u003e \u003cp\u003eInvestor analysis.\u003c\/p\u003e \u003cp\u003eTypes of CEO – birds of a feather.\u003c\/p\u003e \u003cp\u003eThe CEO eagle – The M\u0026amp;A addict.\u003c\/p\u003e \u003cp\u003eThe CEO dodo – Risk-phobic.\u003c\/p\u003e \u003cp\u003eThe CEO ostrich – Risk-ignorant.\u003c\/p\u003e \u003cp\u003eThe CEO owl – Risk-acceptable.\u003c\/p\u003e \u003cp\u003eThe CEO magpie – Risk-seeking.\u003c\/p\u003e \u003cp\u003eCompany structure and risks.\u003c\/p\u003e \u003cp\u003eCase study: The executive background check.\u003c\/p\u003e \u003cp\u003eRisk vanities.\u003c\/p\u003e \u003cp\u003ePensions mis-selling.\u003c\/p\u003e \u003cp\u003eCase study: Boo.com.\u003c\/p\u003e \u003cp\u003eCorporate misgovernance.\u003c\/p\u003e \u003cp\u003eAccuracy of corporate losses.\u003c\/p\u003e \u003cp\u003eClasses of instruments and their risk components.\u003c\/p\u003e \u003cp\u003eDerivatives.\u003c\/p\u003e \u003cp\u003eBonds.\u003c\/p\u003e \u003cp\u003eEquities.\u003c\/p\u003e \u003cp\u003eInvestment as a project.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e5 Investing under Investigation.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eInstinct versus ability.\u003c\/p\u003e \u003cp\u003eChecking corporate fundamentals.\u003c\/p\u003e \u003cp\u003eFormulate a business plan.\u003c\/p\u003e \u003cp\u003eDue diligence.\u003c\/p\u003e \u003cp\u003eRisk support and methodology.\u003c\/p\u003e \u003cp\u003eInvestor cynicism.\u003c\/p\u003e \u003cp\u003eCase study: LTCM.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e6 Risk Warning Signs.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003ePrevailing risk attitudes.\u003c\/p\u003e \u003cp\u003eReputational risk.\u003c\/p\u003e \u003cp\u003eCase study: Enron.\u003c\/p\u003e \u003cp\u003eAirborne early warning (AEW).\u003c\/p\u003e \u003cp\u003eInternational accounting standards (IAS).\u003c\/p\u003e \u003cp\u003eCredit ratings.\u003c\/p\u003e \u003cp\u003eThe ratings procedure.\u003c\/p\u003e \u003cp\u003eBusiness lines.\u003c\/p\u003e \u003cp\u003eLaw and risk management.\u003c\/p\u003e \u003cp\u003eCase study: the UK Football League.\u003c\/p\u003e \u003cp\u003eWhat the law covers.\u003c\/p\u003e \u003cp\u003eCompleteness of contract.\u003c\/p\u003e \u003cp\u003eCase study: Merrill Lynch versus Unilever pension fund.\u003c\/p\u003e \u003cp\u003eSarbanes–Oxley Act for audit control.\u003c\/p\u003e \u003cp\u003eInsurance.\u003c\/p\u003e \u003cp\u003eRisk retention: self-insurance.\u003c\/p\u003e \u003cp\u003eCase study: Insuring big oil projects.\u003c\/p\u003e \u003cp\u003eCase study: the Names and Lloyds, London.\u003c\/p\u003e \u003cp\u003eSharing, transferring or mitigating risk.\u003c\/p\u003e \u003cp\u003eSearch for risk management.\u003c\/p\u003e \u003cp\u003eAlternative theories.\u003c\/p\u003e \u003cp\u003eCausality and managing investment risk.\u003c\/p\u003e \u003cp\u003eValue-added chain.\u003c\/p\u003e \u003cp\u003eRisk management to pick up the pieces.\u003c\/p\u003e \u003cp\u003eScenario analysis.\u003c\/p\u003e \u003cp\u003eCase study: Business Continuity, lessons from September 11\u003csup\u003eth\u003c\/sup\u003e.\u003c\/p\u003e \u003cp\u003eCase study: Guaranteed annuity payments.\u003c\/p\u003e \u003cp\u003eStress testing.\u003c\/p\u003e \u003cp\u003eBayesian probability.\u003c\/p\u003e \u003cp\u003eArtificial intelligence (AI) and expert systems.\u003c\/p\u003e \u003cp\u003eCase study: Anti-money laundering.\u003c\/p\u003e \u003cp\u003eRisk maps.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e7 The Promise of Risk Management Systems.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eCurrent state of systems.\u003c\/p\u003e \u003cp\u003eRisk management methodology – RAMP.\u003c\/p\u003e \u003cp\u003eActivity A: Analysis and project launch.\u003c\/p\u003e \u003cp\u003eActivity B: Risk review.\u003c\/p\u003e \u003cp\u003eActivity C: Risk management.\u003c\/p\u003e \u003cp\u003eActivity D: Project close down.\u003c\/p\u003e \u003cp\u003eFinancial IT system support.\u003c\/p\u003e \u003cp\u003eThe Basel II Loss Database project.\u003c\/p\u003e \u003cp\u003eCase study: Algorithmics systems in a bank.\u003c\/p\u003e \u003cp\u003eIntegration and straight-through processing (STP).\u003c\/p\u003e \u003cp\u003eIT systems project failure.\u003c\/p\u003e \u003cp\u003eCase study: IT overload.\u003c\/p\u003e \u003cp\u003eTying financial system functionality to promise.\u003c\/p\u003e \u003cp\u003eRisk Prioritisation.\u003c\/p\u003e \u003cp\u003eGiving the go-ahead.\u003c\/p\u003e \u003cp\u003eBuilding risk management systems.\u003c\/p\u003e \u003cp\u003eFinding the “best” risk management system.\u003c\/p\u003e \u003cp\u003eThe invitation to tender (ITT) process.\u003c\/p\u003e \u003cp\u003eBusiness functionality requirements.\u003c\/p\u003e \u003cp\u003eUser’s functional priorities.\u003c\/p\u003e \u003cp\u003eBusiness flirting – the user’s system specification.\u003c\/p\u003e \u003cp\u003eBusiness flirting – the supplier’s reply.\u003c\/p\u003e \u003cp\u003eJudging the ITT beauty show.\u003c\/p\u003e \u003cp\u003eSystem priorities.\u003c\/p\u003e \u003cp\u003eProject life cycle.\u003c\/p\u003e \u003cp\u003eRisk management project plan.\u003c\/p\u003e \u003cp\u003eA – Our risk strategy.\u003c\/p\u003e \u003cp\u003eB – Risk review.\u003c\/p\u003e \u003cp\u003eC – Risk management.\u003c\/p\u003e \u003cp\u003eD – Project close down.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e8 Realistic Risk Management.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntentional damage.\u003c\/p\u003e \u003cp\u003eFraud, theft and loss.\u003c\/p\u003e \u003cp\u003eFraud perceived as the main criminal threat.\u003c\/p\u003e \u003cp\u003e419 – not a number, but a way of life.\u003c\/p\u003e \u003cp\u003eOperational risk in emerging markets.\u003c\/p\u003e \u003cp\u003eParachuting in the experts.\u003c\/p\u003e \u003cp\u003eCase study: Chase Manhattan in Russia.\u003c\/p\u003e \u003cp\u003eUnintentional damage.\u003c\/p\u003e \u003cp\u003eCase study: Split capital investment funds.\u003c\/p\u003e \u003cp\u003eRogue staff.\u003c\/p\u003e \u003cp\u003eExposure to fraud at the top.\u003c\/p\u003e \u003cp\u003eExposure to fraud lower down the rung.\u003c\/p\u003e \u003cp\u003eCase Study: Deutsche Morgan-Grenfell, 1996.\u003c\/p\u003e \u003cp\u003eAn operational risk perspective.\u003c\/p\u003e \u003cp\u003eOperational risk protection: the “roof”.\u003c\/p\u003e \u003cp\u003eInvestment project growth.\u003c\/p\u003e \u003cp\u003ePhase 1: High skill.\u003c\/p\u003e \u003cp\u003ePhase 2: High performance.\u003c\/p\u003e \u003cp\u003ePhase 3: Client growth.\u003c\/p\u003e \u003cp\u003ePhase 4: Asset growth.\u003c\/p\u003e \u003cp\u003eCase Study: Soros Quantum Fund and Buffett’s Berkshire Hathaway.\u003c\/p\u003e \u003cp\u003ePhase 5: Skill decline.\u003c\/p\u003e \u003cp\u003eInvestor risk skills.\u003c\/p\u003e \u003cp\u003eInvestment management skills in the market.\u003c\/p\u003e \u003cp\u003eHiring star managers and CEOs.\u003c\/p\u003e \u003cp\u003eInvestment managers and governance.\u003c\/p\u003e \u003cp\u003eCreating a winning fund management team.\u003c\/p\u003e \u003cp\u003eBuilding for investment resilience.\u003c\/p\u003e \u003cp\u003eMoving ahead from the investment herd.\u003c\/p\u003e \u003cp\u003eRecap on operational risk.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e9 The Basel II Banking Regulations.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eCurrent banking problems.\u003c\/p\u003e \u003cp\u003eBasel II – a brief overview.\u003c\/p\u003e \u003cp\u003e1 Pillar one: Capital requirements.\u003c\/p\u003e \u003cp\u003e2 Pillar two: Supervisory review.\u003c\/p\u003e \u003cp\u003e3 Pillar three: Market discipline.\u003c\/p\u003e \u003cp\u003eCost-benefits under Basel II.\u003c\/p\u003e \u003cp\u003eRisk for financial institutions and insurance.\u003c\/p\u003e \u003cp\u003eThe Basel II OpRisk principles.\u003c\/p\u003e \u003cp\u003eLoss database.\u003c\/p\u003e \u003cp\u003eLoss database drawbacks.\u003c\/p\u003e \u003cp\u003eScenarios for Basel II OpRisk.\u003c\/p\u003e \u003cp\u003eNext steps: After Basel.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e10 Future-proofing against Risk.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eMoral hazard.\u003c\/p\u003e \u003cp\u003eRisk detection.\u003c\/p\u003e \u003cp\u003eCase study: Marconi.\u003c\/p\u003e \u003cp\u003eRisk countermeasures.\u003c\/p\u003e \u003cp\u003eCase study: The Yakuza and shareholder meetings.\u003c\/p\u003e \u003cp\u003eRisk firepower.\u003c\/p\u003e \u003cp\u003eCase study: Huntingdon Life Sciences (HLS).\u003c\/p\u003e \u003cp\u003eInsurance: the buck used to stop here.\u003c\/p\u003e \u003cp\u003eRisk monitoring.\u003c\/p\u003e \u003cp\u003eCase study: WorldCom.\u003c\/p\u003e \u003cp\u003eForensic accounting.\u003c\/p\u003e \u003cp\u003eAppropriate risk management structure.\u003c\/p\u003e \u003cp\u003eCase study: BCCI bank.\u003c\/p\u003e \u003cp\u003eFacts, not figures.\u003c\/p\u003e \u003cp\u003eNew risk focus.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e11 Integrated Risk Management.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eDevelopments in the finance sector.\u003c\/p\u003e \u003cp\u003eOrganic risk management.\u003c\/p\u003e \u003cp\u003eSeparating reputation from risk management.\u003c\/p\u003e \u003cp\u003eCase study: Enron.\u003c\/p\u003e \u003cp\u003eFuture for risk management.\u003c\/p\u003e \u003cp\u003eThe case for organic risk management.\u003c\/p\u003e \u003cp\u003eCase study: Hunting for staff deceit.\u003c\/p\u003e \u003cp\u003eUnintentional (ostensibly) and legal.\u003c\/p\u003e \u003cp\u003eIntentional and illegal.\u003c\/p\u003e \u003cp\u003eThe reigning investment ideology.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e12 Summary and Conclusions.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eSummary of risk management.\u003c\/p\u003e \u003cp\u003eIdentify stakeholders and interests.\u003c\/p\u003e \u003cp\u003eMatch risk appetites.\u003c\/p\u003e \u003cp\u003eMatch risk time horizons.\u003c\/p\u003e \u003cp\u003eOrganic due diligence.\u003c\/p\u003e \u003cp\u003eValue for money.\u003c\/p\u003e \u003cp\u003eReputation risk.\u003c\/p\u003e \u003cp\u003eThe corporate governance model.\u003c\/p\u003e \u003cp\u003eHitting back.\u003c\/p\u003e \u003cp\u003eKeep your eyes on the prize.\u003c\/p\u003e \u003cp\u003eConclusions.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eIndex.\u003c\/b\u003e\u003c\/p\u003e\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003eSubject Areas: Finance \u0026amp; accounting [\u003ca title=\"See our other books on Finance \u0026amp; accounting\" href=\"https:\/\/freshlyprintedbooks.co.uk\/search?q=%22Finance%20\u0026amp;%20accounting%20%5BKF%5D%22\"\u003eKF\u003c\/a\u003e]\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\r\n\u003c\/font\u003e","brand":"Wiley","offers":[{"title":"Brand New","offer_id":52278037381400,"sku":"9780470849514","price":70.99,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0730\/2037\/5320\/files\/9780470849514.jpg?v=1781457085","url":"https:\/\/freshlyprintedbooks.co.uk\/products\/investment-risk-management-hardback-9780470849514","provider":"Freshly Printed Books","version":"1.0","type":"link"}