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Fundamental analysis, in accounting and finance, is the analysis of a business's financial statements ; health; competitors and markets. It also considers the overall state of the economy and factors including interest rates, production, earnings, employment, GDP, housing, manufacturing and management. There are two basic approaches that can be used: bottom up analysis and top down analysis. These terms are used to distinguish such analysis from other types of investment analysis, such as quantitative and technical.
Risk management is the identification, evaluation, and prioritization of risks followed by coordinated and economical application of resources to minimize, monitor, and control the probability or impact of unfortunate events or to maximize the realization of opportunities.
Investment is traditionally defined as the "commitment of resources to achieve later benefits". If an investment involves money, then it can be defined as a "commitment of money to receive more money later". From a broader viewpoint, an investment can be defined as "to tailor the pattern of expenditure and receipt of resources to optimise the desirable patterns of these flows". When expenditures and receipts are defined in terms of money, then the net monetary receipt in a time period is termed cash flow, while money received in a series of several time periods is termed cash flow stream.
In finance, technical analysis is an analysis methodology for analysing and forecasting the direction of prices through the study of past market data, primarily price and volume. As a type of active management, it stands in contradiction to much of modern portfolio theory. The efficacy of technical analysis is disputed by the efficient-market hypothesis, which states that stock market prices are essentially unpredictable, and research on whether technical analysis offers any benefit has produced mixed results. It is distinguished from fundamental analysis, which considers a company's financial statements, health, and the overall state of the market and economy.
Scenario planning, scenario thinking, scenario analysis, scenario prediction and the scenario method all describe a strategic planning method that some organizations use to make flexible long-term plans. It is in large part an adaptation and generalization of classic methods used by military intelligence.
In strategic management, situation analysis refers to a collection of methods that managers use to analyze an organization's internal and external environment to understand the organization's capabilities, customers, and business environment. The situation analysis can include several methods of analysis such as the 5C analysis, SWOT analysis and Porter's five forces analysis.
In business analysis, PEST analysis describes a framework of macro-environmental factors used in the environmental scanning component of strategic management. It is part of an external environment analysis when conducting a strategic analysis or doing market research, and gives an overview of the different macro-environmental factors to be taken into consideration. It is a strategic tool for understanding market growth or decline, business position, potential and direction for operations.
A pairs trade or pair trading is a market neutral trading strategy enabling traders to profit from virtually any market conditions: uptrend, downtrend, or sideways movement. This strategy is categorized as a statistical arbitrage and convergence trading strategy. Pair trading was pioneered by Gerry Bamberger and later led by Nunzio Tartaglia's quantitative group at Morgan Stanley in the 1980s.
Futures techniques used in the multi-disciplinary field of futurology by futurists in Americas and Australasia, and futurology by futurologists in EU, include a diverse range of forecasting methods, including anticipatory thinking, backcasting, simulation, and visioning. Some of the anticipatory methods include, the delphi method, causal layered analysis, environmental scanning, morphological analysis, and scenario planning.
Technology forecasting attempts to predict the future characteristics of useful technological machines, procedures or techniques. Researchers create technology forecasts based on past experience and current technological developments. Like other forecasts, technology forecasting can be helpful for both public and private organizations to make smart decisions. By analyzing future opportunities and threats, the forecaster can improve decisions in order to achieve maximum benefits. Today, most countries are experiencing huge social and economic changes, which heavily rely on technology development. By analyzing these changes, government and economic institutions could make plans for future developments. However, not all of historical data can be used for technology forecasting, forecasters also need to adopt advanced technology and quantitative modeling from experts’ researches and conclusions.
Context analysis is a method to analyze the environment in which a business operates. Environmental scanning mainly focuses on the macro environment of a business. But context analysis considers the entire environment of a business, its internal and external environment. This is an important aspect of business planning. One kind of context analysis, called SWOT analysis, allows the business to gain an insight into their strengths and weaknesses and also the opportunities and threats posed by the market within which they operate. The main goal of a context analysis, SWOT or otherwise, is to analyze the environment in order to develop a strategic plan of action for the business.
Environmental indicators are simple measures that tell us what is happening in the environment. Since the environment is very complex, indicators provide a more practical and economical way to track the state of the environment than if we attempted to record every possible variable in the environment. For example, concentrations of ozone depleting substances (ODS) in the atmosphere, tracked over time, is a good indicator with respect to the environmental issue of stratospheric ozone depletion.
Stock market prediction is the act of trying to determine the future value of a company stock or other financial instrument traded on an exchange. The successful prediction of a stock's future price could yield significant profit. The efficient market hypothesis suggests that stock prices reflect all currently available information and any price changes that are not based on newly revealed information thus are inherently unpredictable. Others disagree and those with this viewpoint possess myriad methods and technologies which purportedly allow them to gain future price information.
A market analysis studies the attractiveness and the dynamics of a special market within a special industry. It is part of the industry analysis and thus in turn of the global environmental analysis. Through all of these analyses the strengths, weaknesses, opportunities and threats (SWOT) of a company can be identified. Finally, with the help of a SWOT analysis, adequate business strategies of a company will be defined. The market analysis is also known as a documented investigation of a market that is used to inform a firm's planning activities, particularly around decisions of inventory, purchase, work force expansion/contraction, facility expansion, purchases of capital equipment, promotional activities, and many other aspects of a company.
Market environment and business environment are marketing terms that refer to factors and forces that affect a firm's ability to build and maintain successful customer relationships. The business environment has been defined as "the totality of physical and social factors that are taken directly into consideration in the decision-making behaviour of individuals in the organisation."
Sustainability accounting was originated about 20 years ago and is considered a subcategory of financial accounting that focuses on the disclosure of non-financial information about a firm's performance to external stakeholders, such as capital holders, creditors, and other authorities. Sustainability accounting represents the activities that have a direct impact on society, environment, and economic performance of an organisation. Sustainability accounting in managerial accounting contrasts with financial accounting in that managerial accounting is used for internal decision making and the creation of new policies that will have an effect on the organisation's performance at economic, ecological, and social level. Sustainability accounting is often used to generate value creation within an organisation.
Sustainability measurement is a set of frameworks or indicators to measure how sustainable something is. This includes processes, products, services and businesses. Sustainability is difficult to quantify. It may even be impossible to measure. To measure sustainability, the indicators consider environmental, social and economic domains. The metrics are still evolving. They include indicators, benchmarks and audits. They include sustainability standards and certification systems like Fairtrade and Organic. They also involve indices and accounting. And they can include assessment, appraisal and other reporting systems. These metrics are used over a wide range of spatial and temporal scales. Sustainability measures include corporate sustainability reporting, Triple Bottom Line accounting. They include estimates of the quality of sustainability governance for individual countries. These use the Environmental Sustainability Index and Environmental Performance Index. Some methods let us track sustainable development. These include the UN Human Development Index and ecological footprints.
The Peren–Clement index is a method of country-specific risk analysis for businesses engaged in international trade and direct investment. This instrument provides a guideline when deciding which foreign markets offer the possibility of additional business engagement and investment and the extent of an existing engagement or investment can be increased or should be reduced.
Corporate foresight has been conceptualised by strategic foresight practitioners and academics working and/or studying corporations as a set of practices, a set of capabilities and an ability of a firm. It enables firms to detect discontinuous change early, interpret its consequences for the firm, and inform future courses of action to ensure the long-term survival and success of the company.
Fashion forecasting began in France during the reign of Louis XIV. It started as a way of communicating about fashion and slowly transformed into a way to become ahead of the times in the fashion industry. Fashion forecasting predicts the moods of society and consumers, along with their behavior and buying habits and bases what they may release in the coming future off of the forecast. Fashion trends tend to repeat themselves every 20 years, and fashion forecasting predicts what other trends might begin with the rotation of fashion as well. Fashion forecasting can be used for many different reasons, the main reason being staying on top of current trends and knowing what your consumer is going to want in the future. This method helps fashion brands know what to expect and what to begin producing ahead of time. Top name brands and high end companies such as Vogue and Gucci even use this method to help their designers become even more informed on what is to come in the fashion industry.
References
- ↑ Dillerup, R. (2006). Unternehmensführung. München: Vahlen. p. 179.
- ↑ Kohlöffel, K. M. (2000). Strategisches Management – Alle Chancen nutzen – Neue Geschäfte erschließen. München Wien: Carl Hanser Verlag. p. 125.
- ↑ Dillerup, R. (2006). Unternehmensführung. München: Vahlen. p. 179.
- ↑ Bleicher, K. (2004). Das Konzept Integriertes Management – Visionen, Missionen, Programme, 7th edition. Frankfurt/Main, Campus. p. 536.
{{cite book}}: CS1 maint: location missing publisher (link) - ↑ Jeffs, C. (2008). Strategic Management . SAGE Publications Ltd. pp. 29.
- ↑ Bea, F.X., Haas, J. (2005). Strategisches Management, 4th edition. Stuttgart: Lucius & Lucius.
{{cite book}}: CS1 maint: multiple names: authors list (link) - ↑ Dillerup, R. (2006). Unternehmensführung. München: Vahlen. p. 180.
- 1 2 Dillerup, R. (2006). Unternehmensführung. München: Vahlen. p. 183.
- ↑ Mercer, D. (1998). Marketing strategy: the challenge of external environment . The Open University. pp. 57.
- ↑ Mercer, D. (1998). Marketing strategy: the challenge of external environment . The Open University. p. 56.
- ↑ Neu, M. (2005). Unternehmensführung, 2nd edition. BWV. p. 107.
- ↑ Mercer, D. (1998). Marketing strategy: the challenge of external environment . The Open University. p. 57.
- ↑ Von Agarwal, S. K. (2005). Environmental monitoring. Kul Bhushan Nangia: APH Publishing Corporation. p. 2.
- ↑ Clements, M. P., Hendry, D. F. (2002). A companion to economic forecasting. Blackwell Publishers Ltd. p. 3.
{{cite book}}: CS1 maint: multiple names: authors list (link) - ↑ Clements, M. P., Hendry, D. F. (2002). A companion to economic forecasting. Blackwell Publishers Ltd. p. 4.
{{cite book}}: CS1 maint: multiple names: authors list (link) - ↑ Dillerup, R., Stoi, R. (2011). Unternehmensführung, 3rd edition. München: Vahlen. p. 75.
{{cite book}}: CS1 maint: multiple names: authors list (link)