By Brent J. Bahnub, Gary Cokins
Discover tips to use activity-based administration to enhance your backside line
The first booklet of its variety to target activity-based administration within the monetary prone undefined, Activity-Based administration for monetary associations: using final analysis Results will aid you force alterations in your organization's backside line.
After supplying a short assessment of a monetary prone activity-based costing version, this ebook specializes in the way to at once increase web source of revenue, overlaying crucial issues together with costing, chargeback, and pricing; enforcing ABC; enforcing ABM; handling organizational swap; and keeping off pitfalls.
- Written for these within the monetary prone industry-banks, securities enterprises, assurance companies
- Reveals the best way to 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 publication will take your bank from caught to financially profitable, using profitability and performance.
Read Online or Download Activity-Based Management for Financial Institutions: Driving Bottom-Line Results (Wiley and SAS Business Series) PDF
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Extra resources for Activity-Based Management for Financial Institutions: Driving Bottom-Line Results (Wiley and SAS Business Series)
Programmers’ activities are not driven by a daily or hourly metric such as the number of customers and customer wait times. Typically staffing models differ greatly between branch staffing and IT staffing models. Branch staffing models are generally set to achieve customer service levels during peak hours without more than 30% excess capacity. Conversely, IT staffing models typically staff full-time employees near the minimum required for the year (the valley) and augment the staff with contractors.
Front office and shared services? . or just shared services? In order to get a full picture of product and customer profitability, the entire Build of Activities needs to be included: shared services and front office. If ABC/M will be used solely for process improvement, the scope can be much less ambitious—front office or shared services. During an ABC implementation, a line (front office) finance manager who professed to ‘‘really want to know’’ the cost of her products was initially surprised when I told her that we need to find out how the sales force is spending their time.
7 Customer Profitability Cliff Chart 10 I WHAT ARE ABC AND ABM? Typical heights of the curve are 200–300% of the final customer (or product) profitability. In other words, the worst relationships destroy 100–200% of the corporate value. The key is not to immediately exit those relationships, but to make them more profitable. Focus on the least profitable customers and migrate them to profitability through increased volume, share of wallet, behavior changes, price increases, and so on.