{"product_id":"investment-risk-management-isbn-9780470849514","title":"Investment Risk Management","description":"Risk has two sides: underestimating it harms the investor, while overestimating it prevents the implementation of bold business projects. This book explains, from the point of view of the practitioner, the analysis of investment risk - a proper account of adequate risk management strategies - and offers an objective and readable account of the most common investment risk management procedures. It will not be highly mathematical, although mathematical formulae and technical graphs will be used where necessary, and will not rely on excessive technical jargon.\u003cbr\u003e \u003cbr\u003e The author also covers guidelines of regulatory institutions that protect the market and the investor: Bank of International Settlements, US SEC and UK FSA.Die 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.  \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 \u003cb\u003eYEN YEE CHONG\u003c\/b\u003e specialises in operational risk management and the design of banking systems. He has been working for DSL Consultants Ltd. in implementing dealing systems around the world. He has been designing financial environments in UK, USA, Sweden, Greece, Estonia and Russia. This also included working for the George Soros-backed Civic Education Project based in the Central European University. Partly as a result of this work, he speaks six languages. At the moment, he is working on a contract focused on credit and operational risk management for the German state development bank (KfW) in Latin America. His first degree was in Economics, whilst his Masters was in Artificial Intelligence and business Expert Systems. This is his fourth book on risk management, previous books covering Emerging Markets risk (ex-USSR), project risk and e-Business risk for the Financial Times group.  \"Risk is an everyday hazard facing everyone, but investors in particular. However different 9\/11 and Enron may be, their consequences for businesses around the globe can hardly be overestimated. Risks can usually be mitigated, but not eliminated completely. The art of investing is to hover between risk and return. Risk management is a core discipline for successful investors.  \u003cp\u003eIn his new book Yen Yee Chong helps investors to understand the ins and outs of risk management and its methodologies. He presents a large number of case studies that contribute to investors' insights in what is going on in practice.\u003c\/p\u003e \u003cp\u003eOne of the book's interesting dimensions is that it explains the concept of organic risk management (ORM) focusing on integrating operational risk from different areas. This makes it a must for managers, since ORM attempts to examine and conduct damage limitation to stop one infected part hurting the whole corporate entity.\"\u003cbr\u003e —Prof. Dr. M. Peter van der Hoek, editor of Public Finance and Management, Erasmus University, Rotterdam, Netherlands, and Academy of Economic Studies, Bucharest, Romania\u003c\/p\u003e  Recent market boom-busts have happened, and will continue to happen partly because apparently reputable institutions oversell risky or worthless investments.  \u003cp\u003eFollowing Enron, Worldcom, Equitable Life and other scandals it is apparent that a new investment methodology is required to protect investors. Rather then relying on market reputation, investors need to be able to look past the sales hype to discover the true situation.\u003c\/p\u003e \u003cp\u003eOperational risk management and a forensic investigation of investment provide the groundwork for such a methodology. \u003ci\u003eInvestment Risk Management\u003c\/i\u003e explains\u003c\/p\u003e \u003cul\u003e \u003cli\u003e \u003cdiv\u003ewhy market boom-busts occur in the trade of worthless stocks\u003c\/div\u003e \u003c\/li\u003e \u003cli\u003e \u003cdiv\u003ewhy regulators react slowly to investment scams\u003c\/div\u003e \u003c\/li\u003e \u003cli\u003e \u003cdiv\u003ewhen pension funds fail to protect their investors\u003c\/div\u003e \u003c\/li\u003e \u003cli\u003e \u003cdiv\u003ewhen investors pay for worthless 'professional' services\u003c\/div\u003e \u003c\/li\u003e \u003cli\u003e \u003cdiv\u003ehow companies pay too much for management 'stars'\u003c\/div\u003e \u003c\/li\u003e \u003cli\u003e \u003cdiv\u003ewhether Basel II and IAS accounting rules protect the investor\u003c\/div\u003e \u003c\/li\u003e \u003c\/ul\u003e \u003cp\u003e\"\u003ci\u003eInvestment Risk Management\u003c\/i\u003e can easily end up buried in technicalities while missing the context. There is a refreshing style linking theory with well-reported case histories that gives anyone accessibility to the subject. This is an ideal book for the growing band of 'Risk Professionals' needing a broader understanding of their field. It takes you on a journey from the use of the Arc to BASEL II as methods of risk mitigation while transferring knowledge of valuable techniques on the way.\"\u003cbr\u003e \u003cb\u003e—Simon Lamoon\u003c\/b\u003e, Programme Manager, M\u0026amp;G Limited, Retail Operations\u003c\/p\u003e \u003cp\u003e\"Yen Chong has advised banks and financial institutions in a wide variety of countries. As such, he has seen a lot of what he writes about in \u003ci\u003eInvestment Risk Management\u003c\/i\u003e. He builds a strong case for investments in risk management. The stakes are high, as are the costs of risk management. After making a case for risk management, Mr Chong goes on to recommend strategies and tools for a balanced approach to avoiding, controlling or mitigating the inevitable financial risks all businesses face in today's uncertain world.\"\u003cbr\u003e \u003cb\u003e—Prof. Charles Scott\u003c\/b\u003e, Sellinger School of Business, Loyola College, Baltimore\u003c\/p\u003e \u003cp\u003e\"A useful guide covering many real-life case-studies where substantial financial loses occurred. Highlights how best practice risk management can assist in spotting early warning signs. Concentrates on realistic scenarios rather than complex mathematics.\"\u003cbr\u003e \u003cb\u003e—Dr Mamdouh Barakat\u003c\/b\u003e, President and CEO, MBRM - MB Risk Management\u003c\/p\u003e","brand":"Wiley","offers":[{"title":"Default Title","offer_id":47989475311845,"sku":"NP9780470849514","price":140.0,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9780470849514.jpg?v=1761784249","url":"https:\/\/k12savings.com\/products\/investment-risk-management-isbn-9780470849514","provider":"K12savings","version":"1.0","type":"link"}