We introduce the concepts of 'Enterprise Value' and 'Shareholder Value'. We review key questions to ask related to shareholder value; and key elements of shareholder value maximization, including revenue growth, operating margin, capital efficiency, inventory management, competitive advantage, financial discipline, strategy, execution, and performance management.

We introduce the concept of Fair Market Valuation (FMV), and the three approaches to corporate valuation, namely, the Income Approach, the Market Approach, and the Asset-Based Approach. We review the definitions for Free Fach Flow to the Firm (FCFF) and the Weighted Average Cost of Capital (WACC). We also look at examples of enterprise valuation for both Public and Privately Held companies.

We review various financial and economic performance measures, operational performance measures, customer performance measures, and people-related performance measures. We will review the methodology and formula for calculating the Economic Value Added (EVA), as well as the Market Value Added (MVA), Enterprise Value (EV), CFROI, and Economic Margin. We examine key value drivers and revenue growth drivers, as well as profitability drivers. The topics of asset utilization and financial management are also covered.

We define financial policies and relate them to standards, procedures, and guidelines. We then list the different types of financial policies, including Credit Policy, Dividend Policy, etc. Finally, we look at a real-world scenario of an organization with manifold financial policies.

We review various elements or drivers of a company's capital structure; look at gearing ratios of financial services vs. industrial companies; and discuss issues related to the debt portfolio, liquidity, and solvency. We also review the internal drivers of leverage, maturity analysis, and optimal capital structure. We look at the 'Pecking Order Hypothesis'; Structured Financial Vehicles or Debt Reengineering; and conclude with Interest Rate Swaps and typical corporate financing vehicles.

We review the definition of 'Operating Leverage', and its accounting formula. We also compare a low leverage company with a highly levered one. Finally, we consider the business cycle stages of a firm: Startup, Growth, Maturity, and Decline.

We introduce the concept and definition of 'Dividends' and discuss some of its key aspects. We then go on to Total Shareholder Returns (TSR) and its key elements and drivers. We review the formula for the 'Dividend Yield', key aspects of 'Dividend Policy', and conclude with Market Signaling as a primary feature of Dividend Policy.

We review various types of pricing strategies; optimal pricing models; and key aspects of 'Strategic Pricing' including Market Share vs. Profit Pool; Cost-Plus Pricing; Absorption Cost Pricing; Variable Cost Pricing; and Value-Based Pricing.

We define Tax Planning and review its key aspects. We then examine the SAVANT Tax Planning model and its five main components. We conclude with a review of the Tax Planning pyramid.

We define Capital Budgeting and review key aspects of Capital Investments. We then introduce the concept of the Net Present Value (NPV). We look at the limitations of traditional capital budgeting. The Modified Internal Rate of Return (MIRR) is introduced along with Real Options. We end the lecture with a review of Capital Budgeting techniques, including traditional vs. discounted cash flow techniques.

We review how M&A activities create strategic advantage for the firm. We then review M&A guidelines and the M&A due diligence process.

We start with the definition of Asset-Liability Management (ALM) and its key aspects. We then look at the ALM lifecycle.

We introduce the concept of Enterprise Risk Management (ERM), and Risk Acceptance. We classify different risk groups including financial, operational, strategic, etc. Finally, we briefly discuss Risk Budgeting.

We start with a review of how 'Risk Management' fits-in with Corporate Governance; and look at its objectives, tasks, and deliverables. We also look at the risk management cycle; Value at Risk (VaR); Cash Flow at Risk (CFaR) ; and Earnings at Risk (EaR). We end with a brief discussion of Duration and Convexity.

We define Off-Balance-Sheet (OBS) transactions, and provide an overview of Corporate Securitization and Special Purpose Vehicles (SPVs). We conclude with a brief discussion of 'Synthetic Leases'.

We start with a definition of Financial Risk Management. We then review the different elements of Financial Risk Management and ISO 31000 ERM. We conclude with a review of how to measure and control financial risks; and the risk management process.

We define Operational Risk Management, and how it may be viewed as an asset or a liability. We also review different drivers of Operational Risk; Operational Risk Loss categories; and link it with corporate governance, operational controls, and execution effectiveness.

We define Risks and Enterprise-Wide Risk Management (ERM). We highlight financial vs. operational risks and introduce the Three Lines of Defense model. We review specific risk exposures vs. risk classes. We examine the ERM process and the Risk Management Cycle. Finally, we conclude with a discussion on Risk Management Strategies.

We define 'Financial Reporting' and the roles of the Board, Management, External Auditors, and Management Accountants. We also define 'Financial Planning' and review 'Planning' as a discipline, not an event in the context of strategy management, annual planning process, and driver-based rolling forecasts. Finally, we define 'Financial Control', control procedures, entity level and process level elements, and key questions related to financial control.

We define 'Integrated Business Planning' and differentiate between strategic planning and business planning. We also review how Integrated Business Planning ensures alignment with all internal functions, such as HR, IT, Finance, Operations, Sales, and Marketing. We also review key components of Integrated Business Planning (IBP) and a schematic flow of the IBP process.

We define 'Treasury Management' and review the key functions of treasury management. Subsequently, we review some of the best practices in Treasury Management, including area concentration banking, treasury workstations, etc.

We define 'Internal Audit' and review the internal audit process. We also define 'Internal Control' and relevant information and communications flows are analyzed. And finally, we take a look at the 7 basic elements for Internal Control.

We define Corporate Performance Management (CPM), and review its key elements and well as core processes. We conclude with a brief discussion of CPM systems.

We review key statistics and data-points on organizational effectiveness and performance in executing their strategies, looking at research from PWC, Harvard Business Review, AON, and other authors.

We briefly review the core purpose and functionality of the Balanced Scorecard (BSC) and its operating logic. We also review each of the four BSC perspectives: learning and growth, internal process, customer, and financial.

We define what is an Integrated Financial Management System (IFMS), and when to implement such a system. We also review the key benefits of IFMS.