Activity-Based Management for Financial Institutions: by Brent J. Bahnub, Gary Cokins

By Brent J. Bahnub, Gary Cokins

Discover tips to use activity-based administration to enhance your backside line

The first booklet of its type to target activity-based administration within the monetary prone undefined, Activity-Based administration for monetary associations: using base line Results will provide help to force alterations in your organization's backside line.

After delivering a short evaluate of a monetary providers activity-based costing version, this booklet makes a speciality of tips to at once increase web source of revenue, protecting crucial themes together with costing, chargeback, and pricing; imposing ABC; imposing ABM; dealing with organizational swap; and fending off pitfalls.

  • Written for these within the monetary providers industry-banks, securities organisations, coverage companies
  • Reveals the right way to force advantages to the base line via disciplined execution of activity-based administration and organizational switch management
  • Provides actual global examples and instruments for fast effects and sustained success

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

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

Example text

Transparency enabled the next step: accuracy. Accuracy Both cost and volume accuracy must be improved to make better activity, product, customer, and channel decisions. Some people may question why accuracy follows transparency. Doesn’t ABC information have to be accurate? Of course ABC information needs to be accurate, but having transparent information and reporting improves ABC’s accuracy and is the highest priority. 8 after transparency was complete. It was clear that several steps needed to be undertaken to improve the accuracy of the existing system.

Process ! Output ! Customers To design the ABC/M system, start with the customers and work SIPOC right-to-left (COPIS). Who are the customers of your ABC system? 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?

Similarly, a product manager should not be discouraged from using excess capacity. 11 Standard Rate and Excess Capacity Budget volumes of 10,000 items, 2,000 items and 3,000 items, respectively. This causes Operations to purchase a printer with a rated practical capacity of 20,000 items per month. 11, the excess capacity costs are assigned to the products based on the proportion of the budgeted volumes. Now, let’s assume actual forms printed were 12,500 (Product A), 2,000 (Product B), and 3,000 (Product C).

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