By Brent J. Bahnub, Gary Cokins
Discover tips to use activity-based administration to enhance your backside line
The first publication of its style to target activity-based administration within the monetary providers undefined, Activity-Based administration for monetary associations: riding final analysis Results will enable you force adjustments for your organization's backside line.
After delivering a quick review of a monetary providers activity-based costing version, this publication specializes in the right way to without delay increase internet source of revenue, masking crucial issues together with costing, chargeback, and pricing; enforcing ABC; enforcing ABM; dealing with organizational swap; and keeping off pitfalls.
- Written for these within the monetary providers industry-banks, securities businesses, coverage companies
- Reveals tips to force merits to the base line via disciplined execution of activity-based administration and organizational swap management
- Provides actual global examples and instruments for speedy effects and sustained success
This distinct publication will take your bank from caught to financially profitable, using profitability and performance.
Read or Download Activity-Based Management for Financial Institutions: Driving Bottom-Line Results (Wiley and SAS Business Series) PDF
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Extra info for Activity-Based Management for Financial Institutions: Driving Bottom-Line Results (Wiley and SAS Business Series)
One of the most common and damaging mistakes of ABC/M implementations is the overemphasis on ABC and the lack of emphasis on ABM. Never lose your focus on the end state. Drive improvements to the bottom line or the ABC/M implementation will be viewed (correctly) as a failure. ’’ The remaining chapters in this book are written to help structure and implement ABC and ongoing ABM to drive results. NOTE 1. Larry Selden and Geoffrey Colvin. Killer Customers: Tell the Good from the Bad and Crush Your Competitors (New York: Portfolio/Penguin, 2004).
You probably have three types of customers: 13 14 I COSTING, CHARGEBACK, AND PRICING 1. Lines of Business (LOBs) Consumers such as Product Managers, Market and Executive Management, and the LOB Chief Financial Officers (CFOs) 2. Shared Services Providers such as IT and HR 3. Cost Accounting Advisors, Implementers, Caretakers, Analysts What are your customers’ objectives? These objectives will drive the scope of your ABC model and become customer requirements. Objectives (Use) of ABC/M There are several common objectives that drive ABC/M implementations.
Chapter 3 will highlight how ABC/M and Six Sigma connect through the use of Attributes. DEFINE YOUR OBJECTIVES J 15 & Guide investment analysis and planning. Similar to the support for strategic business planning, this ABM objective uses ABC to provide the direction of the company through both long- and short-term investing. & Provide internal baselines and internal/external benchmarks for comparison to identify improvement opportunities. This is an ABM-driven improvement. Establish a baseline and improve against that baseline.
Activity-Based Management for Financial Institutions: Driving Bottom-Line Results (Wiley and SAS Business Series) by Brent J. Bahnub, Gary Cokins