{"id":21935,"date":"2025-08-02T14:29:45","date_gmt":"2025-08-02T14:29:45","guid":{"rendered":"https:\/\/certifeka-edu.com\/programs\/finance-for-strategic-managers-accounting-professional-certificate\/lessons\/lesson-2-4-alternative-strategies\/"},"modified":"2025-08-08T14:12:05","modified_gmt":"2025-08-08T14:12:05","slug":"lesson-2-4-alternative-strategies","status":"publish","type":"lesson","link":"https:\/\/certifeka-edu.com\/ar\/programs\/finance-for-strategic-managers-accounting-professional-certificate\/lessons\/lesson-2-4-alternative-strategies\/","title":{"rendered":"Lesson 2: 4 alternative strategies"},"content":{"rendered":"
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Lesson 2 :Understanding Business Risk\n<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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4 alternative strategies\n\n<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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4 alternative strategies may be considered for dealing with threats, as follows:<\/span><\/h5>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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Avoid <\/div><\/span>\n\t\t\t\t\t\t\t\n\t\t\t<\/path><\/svg><\/span>\n\t\t\t<\/path><\/svg><\/span>\n\t\t<\/span>\n\n\t\t\t\t\t\t<\/summary>\n\t\t\t\t
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Risk avoidance is when the project the team acts to eliminate the threat or protect the business from its impact.<\/span><\/h5>
It may be appropriate for high-priority threats with a high probability of occurrence and a large negative impact<\/span>
Managers should think of alternatives in order to not have to face the risk.<\/span><\/h5>
Avoidance may involve changing some aspects of the management plan or changing the objective that is in danger in order to eliminate the threat entirely, reducing its probability of occurrence to zero.<\/span><\/h5>

The risk owner may also take action to isolate the company from the risk’s impact if it were to occur.<\/span>
Examples of avoidance actions may include removing the cause of a threat, extending the schedule, changing the business strategy, or reducing scope. Some risks can be avoided by clarifying requirements, obtaining information, improving communication, or acquiring expertise<\/span><\/h5>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/details>\n\t\t\t\t\t\t
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Transfer <\/div><\/span>\n\t\t\t\t\t\t\t\n\t\t\t<\/path><\/svg><\/span>\n\t\t\t<\/path><\/svg><\/span>\n\t\t<\/span>\n\n\t\t\t\t\t\t<\/summary>\n\t\t\t\t
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Transfer involves shifting ownership of a threat to a third party to manage the risk and to bear the impact of the threat occurs.<\/span><\/h5>
Risk transfer often involves payment of a risk premium to the party taking on the threat.<\/span>
Transfer can be achieved by a range of actions, which include but are not limited to the use of insurance, performance bonds, warranties, guarantees, etc.<\/span>
Agreements may be used to transfer ownership and liability for specified risks to another party.<\/span>
Example:<\/span><\/h5>
At the start of the Great Depression of the 1920s, Americans rushed the banks to withdraw their life savings because they knew their financial institutions were about to collapse.<\/span><\/h5>
Since the banks didn’t have any kind of risk transference in place, only a handful of their customers could withdraw their money before the banks ran out of capital.<\/span>
Today, all respected U.S. banks are members of the Federal Deposit Insurance Corporation (FDIC), which insures each account up to $250,000.<\/span><\/h5>
This transfer of risk allows customers to trust banks. In turn, that trust allows banks to earn people’s business and prosper.<\/span>
The banks pay to be members of the FDIC.<\/span><\/h5>
By doing so they transfer the risk of losing their clients’ money to the FDIC, which is strong enough financially to avoid a repeat of 1929.<\/span><\/h5>
If they didn’t do that, nobody would trust banks and their entire business model would fail.<\/span><\/h5>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/details>\n\t\t\t\t\t\t
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Mitigate <\/div><\/span>\n\t\t\t\t\t\t\t\n\t\t\t<\/path><\/svg><\/span>\n\t\t\t<\/path><\/svg><\/span>\n\t\t<\/span>\n\n\t\t\t\t\t\t<\/summary>\n\t\t\t\t
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In risk mitigation, action is taken to reduce the probability of occurrence and\/or impact of a threat.<\/span><\/h5>
Early mitigation action is often more effective than trying to repair the damage after the threat has occurred.<\/span>
Adopting less complex processes, conducting more tests, or choosing a more stable seller are examples of mitigation actions.<\/span>
Mitigation may involve prototype development.<\/span><\/h5>
Where it is not possible to reduce probability, a mitigation response might reduce the impact by targeting factors that drive the severity.<\/span>
To mitigate the risk of not getting government sign-off in time for the proposed roll-out date, the company might engage the services of a consulting firm that specializes in insurance compliance in the state of California (in addition to having their lawyers scrutinize the plan, of course).<\/span>
For example, designing redundancy into a the system may reduce the impact of a failure of the original component.<\/span>
Example:<\/span><\/h5>
An insurance company is planning to release a new auto insurance plan in the state of California.<\/span><\/h5>
California has strict rules surrounding compliance, and if the plan doesn’t get approved by the state’s Insurance Commissioner, it might not launch on the roll-out date.<\/span>
That could end up costing the company a a great deal of money in all sorts of ways.<\/span><\/h5>
For example, advertisements may be cued up and ready to run on the launch date, and pulling those ads could be costly.<\/span>
To mitigate the risk of not getting government sign-off in time for the proposed roll-out date, the company might engage the services of a consulting firm that specializes in insurance compliance in the state of California (in addition to having their lawyers scrutinize the plan, of course).<\/span><\/h5>
The company might also negotiate flexible terms with advertisers, allowing them to postpone publication dates if necessary.<\/span><\/h5>
Both are ways to potentially mitigate risk.<\/span><\/h5>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/details>\n\t\t\t\t\t\t
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Accept <\/div><\/span>\n\t\t\t\t\t\t\t\n\t\t\t<\/path><\/svg><\/span>\n\t\t\t<\/path><\/svg><\/span>\n\t\t<\/span>\n\n\t\t\t\t\t\t<\/summary>\n\t\t\t\t
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Risk acceptance acknowledges the existence of a threat, but no proactive action is taken.<\/span><\/h5>
This strategy may be appropriate for low-priority threats, and it may also be adopted where it is not possible or costeffective to address a threat in any other way.<\/span>
Acceptance can be either active or passive.<\/span><\/h5>
The most common active acceptance strategy is to establish a contingency reserve, including amounts of time, money, or resources to handle the threat if it occurs.<\/span><\/h5>
Passive acceptance involves no proactive action apart from a periodic review of the threat to ensure that it does not change significantly.<\/span>
Example<\/span><\/h5>
Airlines frequently overbook flights with the understanding that a certain number of people will cancel their flights.<\/span><\/h5>
With thousands of flights per month, some of those flights will inevitably end up with too many passengers on the books—at which point the airlines begin offering incentives (such as flight credits) to lure people off the plane.<\/span>
If that doesn’t work, the airlines are forced to kick some people off the flight. They know this will create unhappy customers, but they’ve accepted that risk.<\/span><\/h5>
Since they’ve embraced the risk, nobody is shocked when Karen from Milwaukie tweets about the the awful experience she had on her return flight from Honolulu.<\/span>
Why accept these consequences? They’ve done the math, and they know that in order to compete in a price-sensitive market, they need to pack their flights as full as possible.<\/span><\/h5>
If they don’t fill as many seats as possible, their profits drop, and they can’t offer those low fares we all love.<\/span><\/h5>
In short, they can’t compete without overbooking, so they’re willing to accept the occasional angry tweet in exchange for packed flights.<\/span><\/h5>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/details>\n\t\t\t\t\t<\/div>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>","protected":false},"comment_status":"open","ping_status":"closed","template":"","class_list":["post-21935","lesson","type-lesson","status-publish","hentry"],"yoast_head":"\nLesson 2: 4 alternative strategies - Certifeka-edu<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/certifeka-edu.com\/ar\/programs\/finance-for-strategic-managers-accounting-professional-certificate\/lessons\/lesson-2-4-alternative-strategies\/\" \/>\n<meta property=\"og:locale\" content=\"ar_AR\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Lesson 2: 4 alternative strategies - Certifeka-edu\" \/>\n<meta property=\"og:description\" content=\"Lesson 2 :Understanding Business Risk 4 alternative strategies 4 alternative strategies may be considered for dealing with threats, as follows: Avoid Risk avoidance is when the project the team acts to eliminate the threat or protect the business from its impact. 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