{"product_id":"investment-risk-management-9780470849514","title":"Investment Risk Management","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003eThis book will explain, from the point of view of the practitioner, the analysis of investment risk - a proper account of adequate risk management strategies - and offer an objective and readable account of the most common investment risk management procedures.\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\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","brand":"John Wiley \u0026 Sons Inc","offers":[{"title":"Default Title","offer_id":49402440745303,"sku":"9780470849514","price":72.68,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9780470849514.jpg?v=1730480403","url":"https:\/\/bookcurl.com\/products\/investment-risk-management-9780470849514","provider":"Book Curl","version":"1.0","type":"link"}