充分条件与必要条件教学ppt课件.ppt

单击此处编辑母版标题样式,单击此处编辑母版文本样式,*,单击此处编辑母版标题样式,单击此处编辑母版文本样式,*,单击此处编辑母版标题样式,单击此处编辑母版文本样式,主讲：罗军,*,单击此处编辑母版标题样式,单击此处编辑母版文本样式,主讲：罗军,*,单击此处编辑母版标题样式,单击此处编辑母版文本样式,主讲：罗军,*,单击此处编辑母版标题样式,单击此处编辑母版文本样式,主讲：罗军,*,单击此处编辑母版标题样式,单击此处编辑母版文本样式,主讲：罗军,*,单击此处编辑母版标题样式,单击此处编辑母版文本样式,主讲：罗军,*,单击此处编辑母版标题样式,单击此处编辑母版文本样式,主讲：罗军,*,单击此处编辑母版标题样式,单击此处编辑母版文本样式,主讲：罗军,*,单击此处编辑母版标题样式,单击此处编辑母版文本样式,主讲：罗军,*,单击此处编辑母版标题样式,单击此处编辑母版文本样式,主讲：罗军,*,单击此处编辑母版标题样式,单击此处编辑母版文本样式,主讲：罗军,*,单击此处编辑母版标题样式,单击此处编辑母版文本样式,*,1.8.1,充分条件与必要条件,学习目标：,（,1,）正确理解充分条件、必要条件和充要条件的概念；,（,2,）能正确判断是充分条件、必要条件还是充要条件；,1.8.1充分条件与必要条件学习目标：,1.8.1,充分条件与必要条件,一、复习回顾：,原命题,若,p,则,q,逆命题,若,q,则,p,否命题,若,p,则,q,逆否命题,若,q,则,p,互,否,互 逆,互 逆,互,否,互,为,逆,否,互,为,逆,否,1,、四种命题的关系,2,、四种命题之间的真假关系,（,1,）原命题为真，（,2,）逆命题不一定为真，,（,3,）否命题也不一定为真，（,4,）逆否命题一定为真。

1.8.1充分条件与必要条件一、复习回顾：原命题逆命题,1.8.1,充分条件与必要条件,例,1,、判断下列命题是真命题还是假命题：,（,1,）若 ，则 ；,（,2,）若 ，则 ；,（,5,）若 ，则 ；,（,6,）若方程 有两个不等,的实数解，则 ,真,真,真,假,假,假,（,3,）全等三角形的面积相等；,（,4,）对角线互相垂直的四边形是菱形；,二、新知识：,1,、推断符号,：,的含义,若,p,则,q,为真，记作,若,p,则,q,为假，记作,1.8.1充分条件与必要条件例1、判断下列命题是真命题还是假,1.8.1,充分条件与必要条件,（,1,）若 ，则 ；,真,可记为：,（,2,）若 ，则 ；,假,真,（,3,）全等三角形的面积相等；,假,（,4,）对角线互相垂直的四边形是菱形；,两三角形全等 两三角形面积相等,可记为：,（,5,）若 ，则 ；,假,（,6,）若方程 有两个不等,的实数解，则 ,真,可记为：,有两个不等的实数解,可记为：,可记为：四边形的对角线相互垂直,这个四边形是菱形,可记为：,1.8.1充分条件与必要条件（1）若 ，,1.8.1,充分条件与必要条件,2,、充分条件与必要条件：,一般地，如果已知 那么就说，,p,是,q,的充分条件，,q,是,p,的必要条件,例如：,的充分条件,的必要条件,两三角形全等 两三角形面积相等,两三角形全等是两三角形面积相等的充分条件,两三角形面积相等是两三角形全等的必要条件,注意,：条件和结论是相对而言的，由于,的等价命题是：,即，若,q,不成立，则,p,就不成立，故,q,是,p,成立的必要条件，但必须注意,q,成立时，,p,可能成立，也可能不成立，即,q,成立不保证,p,一定成立。

1.8.1充分条件与必要条件2、充分条件与必要条件：一般地，,1.8.1,充分条件与必要条件,例,2,、指出下列各组命题中，,p,是,q,的什么条件，,q,是,p,的什么条件：,（,1,）,（,2,）,p,：三角形的三条边相等；,q,：三角形的三个角相等,解,：（,1,）,由于,的充分条件,的必要条件,（,2,）三角形的三条边相等 三角形的三个角相等,“,三角形的三条边相等”是“三角形的三个角相等”的充分条件,“,三角形的三条边相等”是“三角形的三个角相等”的必要条件,1.8.1充分条件与必要条件 例2、指出下列各组命题中，p,1.8.1,充分条件与必要条件,3,、充分性与必要性分类：,（,3,）既充分又必要要条件：即,（,1,）充分不必要条件：即,（,2,）必要不充分条件：即,（,4,）即不充分又不必要条件：即,4,、充分性与必要性的判断步骤：,（,1,）,认清已知命题的条件和结论；,（,2,）,考察,的真假1.8.1充分条件与必要条件3、充分性与必要性分类：（3）既,课堂小结：,（,1,）正确理解充分条件、必要条件和充要条件的概念；,（,2,）能正确判断是充分条件、必要条件还是充要条件；,课堂小结：,Credit Risk Management,Enhancing Your Bottom Line,Ebrahim Shabudin,Managing Director,Deloitte&Touche LLP,The AFP 23,rd,Annual Conference,New Orleans,November 3-6,2002,Credit Risk ManagementEnhanci,Credit Background,Thorough identification and accurate measurement of credit risk,supported by strong risk management can help improve the bottom line,.An uncertain and volatile economic environment significantly impacts this ability,.The desire to grow and turn in outstanding results has a tendency to put pressure on the checks and balances within businesses,Credit BackgroundThorough iden,Value Proposition,Credit plays a critical role in“selling”products and services,Expands revenue opportunities with creditworthy,incremental customers,Utilizes innovative structures to support business relationships,Effective credit risk management limits credit losses and provides stable cash flows and earnings,Marketplace rewards companies exhibiting earnings and cash flow stability with higher P/E multiples,Marketplace penalizes credit induced volatility and“surprises”,Raises questions about quality of management,Value Proposition,Corporate Credit Risk,Companies are exposed to significant levels of credit risk emanating from different sources,Accounts Receivables,Other Notes Receivables,Buyer and Franchise Financing,With Recourse Financing,Project Finance,Structured Transactions,Leases with Recourse,Derivatives Exposures,FX,Interest Rate Risk,Commodities etc.,Collateral Risk,Parent or Third Party Guarantees,Commercial and Standby Letters of Credit,Note also that Critical Suppliers to the company may pose specific credit risk,Corporate Credit RiskCompanies,DSO Impact an example,Actual,Company A,Peer Average,Q3 A/R,$295,396,000,Q3 Sales,$261,201,000,DSOs=,124*,51.3,Hypothetical,D,Cash,DSOs,51.3,Q3 Sales,$261,201,000,Q3 A/R=,$122,002,230,+$173,393,770,*,Equals 295.4M/261.2M x 90(or number of days in sales period),DSO Impact an exampleActualC,Credit as a Facilitator,Credit risk management is important,Credit is a facilitator of business growth and performance,High business margins tend to attract lower quality clients and therefore higher risk profile to manage,Clients(buyers)may be concentrated in selected industries and provide limited portfolio diversification opportunity,Poor credit risk management resulting in negative impact to bottom-line is heavily penalized by markets,Credit as a FacilitatorCredit,Credit Strategy&Risk Tolerance,Specific Quantifiable Objectives,Management Review Methodology,Credit Strategy Statement and Risk Tolerance,Coordination with Business Plan,The business strategies and objectives drive the establishment of credit,policies and procedures.Measurement and reporting as well as the use of current technologies enhance credit decision-making and improve risk,management.The entire process is continually re-evaluated and improved.,Credit Strategy&Risk Toleran,Credit Risk Areas to Consider,Credit Policy,Credit Approval Authority,Limit Setting,Pricing Terms and Co。