Due Diligence: Appraisal and Management of
Potential Investors and Partners

MODULE I - Evaluating Collaborative Development Opportunities

Day One: The Basics of Due Diligence in Business Decisions 

• The Changing Dynamics of the Global Oil and Gas Business
• The Strategic Relevance of Due Diligence in Market Analysis
• The Strategic Relevance of Due Diligence in Financial Management
• The Strategic Relevance of Due Diligence in Merger and Acquisition
• The Strategic Relevance of Due Diligence in Business Planning

Day Two: Due Diligence in Market Analysis  

• Market Analysis (1) – Data Search and Business Intelligence
• Market Analysis (2) – Analytical Tools and Techniques
• How attractive is the market sector that we are evaluating?
• How strong is our performance in this market sector?
• What is the potential for sustainable profitable growth?

 Day Three: Due Diligence in Financial Management  

• Profit and Loss statement – what this signifies?
• Balance Sheet – what this signifies?
• Cash Flow Statement – what this signifies?
• Evaluating the Financial Anatomy – Structure and Gearing
• Evaluating the Financial Anatomy – Robustness and Sustainability

 Day Four: Due Diligence in Risk Analysis & Risk Management  

• Identification of Types of Risk in this Company
• Quantitative and Qualitative Tools and Techniques of Risk Analysis
• Best Practice in Risk Management – a structured process
• The Emerging Concept of “Risk Engineering”
• International Standards and Requirements of Corporate Governance

 Day Five: Due Diligence in Strategic Planning  

• What is strategy and why is it important?
• Alternative Approaches to Strategic Planning
• Management and Control – dealing with variance and divergence
• Balancing Short-term and Long-term Programmes and Projects
• Example of a Strategic Planning Framework

MODULE II - Managing Collaborative Development

Day Six: Understanding the Requirements of Due Diligence In Investor Evaluation 

• How an investor analyses and evaluates an investment opportunity
• Understanding the Criteria and Approaches of Different Types of Investor
• The Investor’s Perspective – Profitability, Growth, Future Viability
• A Due Diligence Model that Facilitates and Supports our Choice of Investor
• Managing Investor Relations as our Organisation Develops and Changes

Day Seven: Understanding the Requirements of Due Diligence in Partner Evaluation  

• The Strategic Rationale for Partnership
• The Various forms of Partnership
• The Process of Partner Identification
• Financial Evaluation of Potential Partners
• Non-Financial Evaluation of Potential Partners

Day Eight: Applying Due Diligence in Evaluating Partnerships 

• Identifying Resources Required – complementary or additional
• Determining the Characteristics of Potential Partner(s)
• Tools and Techniques for Initial Screening
• The Guiding Principle of “Tissue Match”
• Reducing the Long List to a Short List
• Refining the Short List Process
• Summary of the Complete Process and Agreeing the Short List

Day Nine: Applying Due Diligence in Managing Partnerships  

• The Managerial Differences between a Strategic Alliance and a Joint Venture
• The Process of Agreeing the Business Case
• Negotiating the Terms of an Alliance or a Joint Venture
• Choosing the Most Effective Partnership Structure
• The Life-cycle of the Partnership and the Challenge of Renewal

Day Ten: Applying the Complete Course to the Needs of the Company 

• Use of Relevant Data and Information to Support Decisions
• Due Diligence in aligning Strategy and Operations
• Due Diligence in Scenario Forecasting and Strategic Choice
• Agreeing Priorities for the Company