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

By Brent J. Bahnub, Gary Cokins

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

The first booklet of its sort 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 delivering a short review of a monetary providers activity-based costing version, this booklet makes a speciality of the right way to without delay increase internet source of revenue, overlaying crucial issues together with costing, chargeback, and pricing; enforcing ABC; imposing ABM; dealing with organizational swap; and averting pitfalls.

  • Written for these within the monetary prone industry-banks, securities companies, assurance companies
  • Reveals tips on how 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 extraordinary publication will take your bank from caught to financially profitable, using profitability and performance.

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

Sample text

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.

8, it is clear that several other products such as ACH and Wires were ‘‘parking’’ costs in Business Checking. Unfortunately, it is not uncommon for non-ABC systems to allocate costs from a marginally profitable product to a highly profitable product, thereby distorting the true product costs for both products. The marginally profitable product looks more profitable than it really is, while the highly profitable product appears less profitable than it is. 8. However, since the costs were allocated outside of the costing system, the impact and method were undiscovered by the users.

Use ABC information to change the direction of the company by incorporating the information into the strategic business plan. This is much more of an ABM objective than ABC. & Focus on process improvement and cost reduction. Coupling this type of ABM effort with Six Sigma or Total Quality Management (TQM) is often a good idea. ABC information feeds the Six Sigma Define, Measure, Analyze, Improve and Control (DMAIC) process and can be used to assist in the Control phase to monitor the process. Chapter 3 will highlight how ABC/M and Six Sigma connect through the use of Attributes.

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