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

By Brent J. Bahnub, Gary Cokins

ISBN-10: 0470562226

ISBN-13: 9780470562222

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

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

After delivering a quick review of a monetary companies activity-based costing version, this e-book makes a speciality of tips to at once increase web source of revenue, overlaying crucial themes together with costing, chargeback, and pricing; imposing ABC; imposing ABM; handling organizational switch; and warding off pitfalls.

  • Written for these within the monetary providers industry-banks, securities corporations, coverage companies
  • Reveals find out how to force advantages to the base line via disciplined execution of activity-based administration and organizational swap management
  • Provides genuine international examples and instruments for fast effects and sustained success

This special e-book will take your bank from caught to financially profitable, using 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

1 shows the original project target as a $20 million NIBT improvement by the end of 2009. The target was revised to reflect a $40 million NIBT improvement by the end of 2009. The validated sign-offs (validated by the LOB CFOs via a sign-off process) was just under $20 million in February 2008. The sign-off process is a confirmation of the documented and expected ABM initiative results. No NIBT benefits should be included in the overall ABM benefits without the physical sign-off of the financial organization.

The expected rate has a residual of $12,000 and assumes that these resources cannot be used for other activities (such as Code Program). In reality, these resources are multi-use and will be redeployed to work on other activities rather than sit idle. This reinforces the fact that expected rates are most appropriate for this type of activity, since people are the ultimate multifunctional resource. There should be no ‘‘Wait for Work’’ for salaried programmers. Programmers’ activities are not driven by a daily or hourly metric such as the number of customers and customer wait times.

30/scan. In this example, ‘‘steady state’’ was assumed to be the practical capacity, but realistically, the steady state maximum is the practical capacity. To understand the anticipated costs per scan at the steady state, the company would have to estimate the number of scans sold (this should have been done in the scanning business case and the budget). 50/scan. While caution should be used with marginal costing, it does have merits in special circumstances: & Marginal analysis is useful for product entries and exits.

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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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