1.
If we look traditional portfolio than following are objectives of such portfolios:
2.
The Six-Step Portfolio Management Process - so exactly how do portfolio managers go about achieving their clients’ financial goals, in most cases, portfolio managers conduct the following six steps to add value:
#1 Determine the Client’s Objective
Individual clients typically have smaller investments with shorter, more specific time horizons. In comparison, institutional clients invest larger amounts and typically have longer investment horizons. For this step, managers communicate with each client to determine their respective desired return and risk appetite or tolerance.
#2 Choose the Optimal Asset Classes
Managers then determine the most suitable asset classes (e.g., equities, bonds, real estate, private equity, etc.) based on the client’s investment goals.
#3 Conduct Strategic Asset Allocation (SAA)
Strategic Asset Allocation (SAA) is the process of setting weights for each asset class – for example, 60% equities, 40% bonds – in the client’s portfolio at the beginning of investment periods, so that the portfolio’s risk and return trade-off is compatible with the client’s desire. Portfolios require periodic rebalancing, as asset weights may deviate significantly from the original allocations over the investment horizon due to unexpected returns from various assets.
#4 Conduct Tactical Asset Allocation (TAA) or Insured Asset Allocation (IAA)
Both Tactical Asset Allocation (TAA) and Insured Asset Allocation (IAA) refer to different ways of adjusting weights of assets within portfolios during an investment period. The TAA approach makes changes based on capital market opportunities, whereas IAA adjusts asset weights based on the client’s existing wealth at a given point of time.
A portfolio manager may choose to conduct either TAA or IAA, but not both at the same time, as the two approaches reflect contrasting investment philosophies. TAA managers seek to identify and utilize predictor variables that are correlated with future stock returns, and then convert the estimate of expected returns into a stock/bond allocation. IAA managers, on the other hand, strive to offer clients downside protection for their portfolios by working to ensure that portfolio values never drop below the client’s investment floor (i.e., their minimum acceptable portfolio value).
#5 Manage Risk
By selecting weights for each asset classes, portfolio managers have control over the amount of 1) security selection risk, 2) style risk, and 3) TAA risk taken by the portfolio.
Security selection risk arises from the manager’s SAA actions. The only way a portfolio manager can avoid security selection risk is to hold a market index directly; this ensures that the manager’s asset class returns are exactly the same as that of the asset class benchmark.
Style risk arises from the manager’s investment style. For instance, “growth” managers frequently beat benchmark returns during bull markets but underperform relative to market indexes during bear markets. Contrarily, “value” managers often struggle to beat benchmark index returns in bull markets, but frequently beat the market average in bear markets.
The manager can only avoid TAA risk by choosing the same systematic risk – beta (β) – as the benchmark index. By not choosing that path, and instead betting on TAA, the manager is exposing the portfolio to higher levels of volatility.
#6 Measure Performance
The performance of portfolios can be measured using the CAPM model. The CAPM performance measures can be derived from a regression of excess portfolio return on excess market return. This yields the systematic risk (β), the portfolio’s value-added expected return (α), and the residual risk.
1. state and explain the traditional portfolio objectives? 2. Explain the six steps of portfolio management?
1. Define inventory and explain TWO (2) main objectives of inventory management 2. Identify FIVE (5) requirements of Dependent Inventory Model 3. Analyse TWO (2) components of Material Requirement Planning 4. Define planning phase in managing a project 5. State THREE (3) roles of a project manager. 6. State FIVE (5) specific requirements of an effective Material Requirement Planning 7. Define quality and State THREE (3) reasons why quality is important 8. Explain TWO (2) methods in manage of inventory...
Describe the objectives and key steps in the Human Capital management process. **If it helps provide context, this is from chapter 6 of Essentials of Business Processes and Information Systems by Simha Magal**
Explain/discuss the (i) objectives of materials management (ii) objectives of inventory control (iii) reasons for keeping inventories (iv) scope of materials management (v) selection of suppliers (vi) ten ‘R’’s of purchasing.
in Strategic-Management Model explain Establish Long-Term Objectives
State and explain the objectives of all the 45 IFRS Standard
1. Successful value chain management involves six requirements. Please explain each element of the six requirements thoroughly giving examples of each. What types of organizational benefits does value chain management provide? Are there obstacles to value chain management? Who has the power in the value chain? Explain your answers.
"Portfolio evolution provide a feedback mechanism for improving the entire portfolio management process" Explain
Describe the six steps of the strategic management process and the purpose of each step. Describe the four growth strategies an organization can use to expand its business. List and explain Porter’s five competitive forces that describe the relative competiveness of an industry. List and explain, with examples, the three competitive strategies an organization could use to give them the best competitive advantage. Explain the Boston Consulting Group matrix that analyzes business based on market share and growth rate.
Explain traditional IT project management, Agile project management, and the DevOps methodology. How and why are organizations shifting how they are treating IT projects and capabilities? How did the shift in practices in the book ( The Phoenix Project) lead to success for Parts unlimited?
Chapter 6 Objectives 1. Describe the steps involved in solving customer complaints. 2. Identify reasons that customers complain and describe the process for solving those problems. 3. List the conflict management styles and strategies to use when solving customer problems. 4. Discuss how a customer win-back plan is a necessary component for dealing with dissatisfied customers.