By Steven M. Bragg
Книга Controller's consultant to making plans and Controlling Operations Controller's advisor to making plans and Controlling OperationsКниги Экономика Автор: Steven M. Bragg Год издания: 2004 Формат: pdf Издат.:Wiley Страниц: 384 Размер: 3,4 ISBN: 0471576808 Язык: Английский0 (голосов: zero) Оценка:The Controller's consultant to making plans and Controlling Operations is a accomplished consultant for controllers, CFOs, and finances managers who have to make sure: the stability of revenues forecasts the easiest process for environment product costs The profitability of consumers and industry segments Federal tax remittance principles The impression of a just-in-time approach on stock degrees choked with transparent and life like recommendations, it is helping create a coherent framework of monetary plans that follow to the complete breadth of ongoing company keep watch over structures, in addition to illustrates: whilst to exploit hard work and fabrics criteria to regulate production tips on how to regulate study and improvement expenses how you can provide applicable credits degrees to shoppers the right way to organize an efficient capital budgeting procedure how one can create a cost-of-capital calculation
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Additional info for Controller's Guide to Planning and Controlling Operations
Basically, a statistical technique is applied to a series of relevant numbers to arrive at a forecast of sales for the industry or company. Then, this forecast is modified by the expected impact of sales efforts, promotional campaigns, and so forth, to arrive at a sales plan for the company. Two types of mathematical applications are addressed here. 40 Planning and Control of Sales Time Series Analysis. With the use of a model already programmed in the computer, or by the application of the well-known least squares method, an existing series of values is converted into a trend, and extrapolated for a future time period.
In some companies, a general practice is to change standards whenever basic selling price changes occur. This results in a more constant standard gross profit figure by which to judge sales performance. In considering frequent changes, however, the expense should be weighed against the benefits. In this connection, the value for cost control should be matched against the lessened degree of comparability of the variances from period to period. Judgment should be exercised about the necessity for, and extent of, changes in the records.
If more than one salesperson is assigned to a territory, a further analysis of the substandard territories could prove useful. Although territory B, for example, was badly under budget, it could well be that some of the salespersons did a good job. 2. It is evident that something went wrong in the areas covered by Smith, Jones, and Black. Where did they fall down? 3. Now we are beginning to get at the root of the trouble! Smith has done much better than expected on hard resins and glue, getting what sales management feels is the maximum share of hard resin sales in the territory.
Controller's Guide to Planning and Controlling Operations by Steven M. Bragg