Get Activity-Based Management for Financial Institutions: PDF

By Brent J. Bahnub, Gary Cokins

ISBN-10: 0470562226

ISBN-13: 9780470562222

Discover the best way to use activity-based administration to enhance your backside line

The first e-book of its type to target activity-based administration within the monetary prone undefined, Activity-Based administration for monetary associations: riding final analysis Results will help you force adjustments in your organization's backside line.

After offering a quick evaluation of a monetary prone activity-based costing version, this e-book makes a speciality of the right way to without delay enhance internet source of revenue, masking crucial themes together with costing, chargeback, and pricing; imposing ABC; imposing ABM; dealing with organizational swap; and heading off pitfalls.

  • Written for these within the monetary providers industry-banks, securities organisations, assurance companies
  • Reveals how one can force merits to the base line via disciplined execution of activity-based administration and organizational switch management
  • Provides actual international examples and instruments for fast effects and sustained success

This specific e-book will take your bank from caught to financially winning, riding profitability and performance.

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Extra info for Activity-Based Management for Financial Institutions: Driving Bottom-Line Results (Wiley and SAS Business Series)

Example text

Notice this is not a ‘‘peanut butter’’ allocation of pre-ABC costs based on a single driver (headcount). The next step in the waterfall costing approach is to assign all of the IT costs (including the $100 assigned from HR) to the remaining ‘‘downstream’’ functions, based on ABC. 3 Waterfall Costing Operations ($2,050) and the Front Office ($5,050). The waterfall continues until all of the costs are driven to the final cost objects from the activities required by these products and customers. While this method is the least accurate of the three discussed here, it is still much better than non-ABC.

The by-products of regional and LOB profitability will follow. If you are unable to determine a cost object list, the ABC/M implementation is off to a bad start. Early on in one ABC/M implementation, it became apparent that two LOBS did not clearly define products. Using a less accurate costing method, Corporate Accounting had been producing product costs for years for products that were not recognized by the product managers. ’’ Some product managers included a geographic dimension to product, as if the customers cared that the remittance processing was handled in Boulder, Colorado versus Chicago, Illinois.

Focus on customer and product profitability at all times. The by-products of regional and LOB profitability will follow. If you are unable to determine a cost object list, the ABC/M implementation is off to a bad start. Early on in one ABC/M implementation, it became apparent that two LOBS did not clearly define products. Using a less accurate costing method, Corporate Accounting had been producing product costs for years for products that were not recognized by the product managers. ’’ Some product managers included a geographic dimension to product, as if the customers cared that the remittance processing was handled in Boulder, Colorado versus Chicago, Illinois.

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Activity-Based Management for Financial Institutions: Driving Bottom-Line Results (Wiley and SAS Business Series) by Brent J. Bahnub, Gary Cokins


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