Private Equity Investing, Portfolio Management and Advisory - Khalil-Ghibran

  Business intelligence describes a toolset and process, which systematically organizes and displays your company data. Intelligence systems assist you in making strategic and operative decisions based on detailed analytic data and reports. Implementing a business intelligence solution not only requires programming qualifications but also necessitates a detailed understanding of business processes, business administration, and business economics.  With that being said, in developing your business intelligence solution, you do not have to “start from scratch”, but instead base it on well-established open-source products and adapt it to your specific requirements by adding additional custom components, interfaces, and modules.  Cornerstones of the Development Process:   - Analysis of your company-specific informational requirements.   - Analysis of existing core-data (e.g. in ERP systems and MDM systems).  - Visualisation of processes using flow charts.   - Decision, whether classic met

  Corporate annual reports and interim documents fulfill transparency requirements while at the same time exposing commercial cost structures. Risk factors, legal proceedings, accounting policies, and a description of the business produce a compendium of disclosure. Accounting statements best describe corporate financial status along with management guidance; therefore, interpreting consolidated financial information included in Form 10-K is central to valuation. Quantitative performance indicators demystify operational output for suppliers, analysts, creditors, and other stakeholders. For example, a supplier can comfortably extend credit to a company that's able to pay off debt as it comes due. Furthermore, investors increase return probabilities when lending capital according to a solid history of earnings retention and growth. Want to know expenses compared to generated revenue? That all begins with a look at the numbers. Income Statement or Profit and Loss The relationship be

  Consultancy reveals itself within the name. The role entails yielding provisions without necessarily commanding the execution; the demarcation line that separates management from the consulting firm. A consultant walks in management's shoes, yet maintains strict impartiality as it doesn't disturb the problem-solving process. When talking about consultancy, 'change' is the operative word. Advisory service providers leave organizations in better shape than before. Just like all roads led to Rome - all roads lead to improved capabilities from the top down even after the consultant departs.   Performance gaps, process failures, and obsolete systems make for great elimination targets. Instead of overt authority or obsessive control, the consultant gathers support and garners commitment for change by following a framework meant to persuade people to take action where they can. They employ two distinct frameworks created to solve organizational deficiencies: expert and proce

  Many investors cannot accurately define value if put on the spot. Even in an efficient market economy , one would be hard-pressed to find a manager, investor, or consultant who can quickly and succinctly place parameters on what makes a valuable company 'valuable'.   What is evident, however, is the notion that meeting quarterly earnings forecasts and boosting earnings-per-share makes a company 'valuable' or 'successful'. Unfortunately, this is a hamster-wheel-like mentality as accounting earnings measure performance in the short term.    Near-term results delight shareholders and arbitrage strategists only. All stakeholders must be taken into account when investigating total return (a mixture of growth, return on invested capital, market pricing and shareholder return), or the essential value that a company brings to the market.   How Do Companies Create Long-Term, Sustained Value Those looking for a complex explanation will just have to go elsewhere. The