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Activity-Based Management for Financial Institutions: Driving Bottom-Line Results [NOOK Book]

Overview

Activity-Based Management for Financial Institutions

Driving Bottom-Line Results

Instrumental in improving fact-based action, activity-based management (ABM) is a discipline that focuses on the management of activities as the route to improving the value received by the customer and the profit achieved by providing this value. While a host of Fortune 500 and other growth companies are using ABM, not all are doing so with maximum results, ...

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Activity-Based Management for Financial Institutions: Driving Bottom-Line Results

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Overview

Activity-Based Management for Financial Institutions

Driving Bottom-Line Results

Instrumental in improving fact-based action, activity-based management (ABM) is a discipline that focuses on the management of activities as the route to improving the value received by the customer and the profit achieved by providing this value. While a host of Fortune 500 and other growth companies are using ABM, not all are doing so with maximum results, demonstrating clearly that proper application requires certain tools and techniques. The fundamentals needed for the effective deployment of ABM are presented and explained in Activity-Based Management for Financial Institutions: Driving Bottom-Line Results.

An important contribution to the body of knowledge of managerial accounting, and a comprehensive guide to the key aspects of ABM, Activity-Based Management for Financial Institutions provides hope for your financial institution, especially if it recognizes the deficiencies of its existing traditional costing methodology and system and wants to leverage the progressive power of information technology.

With a resourceful accompanying Web site providing the templates, tools, and techniques found in the book, Activity-Based Management for Financial Institutions explores:

  • How organizations are moving from measuring product and standard service-line profitability to measuring customer profitability and value

  • The obstacles and implementation pitfalls you can expect—along with prescriptive solutions so you can easily resolve them

  • How to drive activity-based costing (ABC) data to your bottom line using ABM

  • How your institution can drive millions of dollars of improvements through better use of ABC/M

  • How to clearly articulate and improve your shared services cost structure

Practical and results-driven, this solid resource explores what it will take for you—and every controller, cost manager, or CFO of a financial institution—to successfully implement the full vision of the performance management framework within your organization.

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Product Details

  • ISBN-13: 9780470599815
  • Publisher: Wiley
  • Publication date: 1/28/2010
  • Series: Wiley and SAS Business Series , #35
  • Sold by: Barnes & Noble
  • Format: eBook
  • Edition number: 1
  • Pages: 240
  • File size: 3 MB

Meet the Author

Brent Bahnub is Senior Vice President and Director of Business Intelligence with First Niagara Bank. He has fifteen years of costing, process improvement, and performance management experience. He designed and implemented several activity-based costing and chargeback systems for multibillion-dollar clients, driving millions of dollars to the bottom line. Over his eight years in external consulting, he has worked at several Fortune 500 financial institutions, implementing activity-based costing, process improvements, and performance management projects. He began his career as a development engineer at IBM, where he coauthored four patents.
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Table of Contents

Foreword.

Preface.

About the Website.

Acknowledgments.

Chapter 1 What Is ABC and ABM?

What Is ABC?

What Is ABM?

Chapter 2 Costing, Chargeback, and Pricing.

Define Your Objectives.

Costing: Absorption Choices.

Costing: Driving Costs from Support Areas.

Chargeback.

Rates.

Bank Branch Profitability.

Pricing.

Chapter 3 Implementing ABC.

ABC Implementation Guiding Principles.

Model Rules, Assumptions, and Design Documents.

Driver Decisions.

Attribute Decisions.

Level of Detail Decisions.

Tools.

Activity and Driver Dictionaries.

Putting It All Together: An ABC Example.

Chapter 4 Implementing ABM.

Structuring the Organization and Process for Success.

Differences of ABM and ABC Staffing.

Driving Results.

Additional Considerations for Financial Services.

Chapter 5 ABC/M in Shared Services.

Starting ABC/M with Shared Services.

Expected Dialog for Planning.

Integrating the IT Model.

Driving Value within Shared Services:  IS Examples.

Chapter 6 Managing Organizational Change.

Importance of Organizational Change Management.

Organizational Readiness and Overcoming Resistance.

Your Role as Change Agent.

Chapter 7 Avoiding the Pitfalls: Lessons Learned.

ABC Lessons Learned.

ABM Lessons Learned.

Chapter 8 Beyond ABC/M.

Portable Skills.

Adjacent Careers.

In Conclusion.

Appendix: ABC Model and Cost Object Reporting Rules and Assumptions.

Modeling Rules and Assumptions.

Cost Object Reporting Rules and Assumptions.

Index.

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Sort by: Showing 1 Customer Reviews
  • Anonymous

    Posted March 13, 2010

    Improve your bottom line

    Excellent book for anyone trying to make real change in their organization!! Provides great tools and techniques for moving from "that's good data" to actual bottom line improvements. The book is straight to the point and is applicable in many industries - not just Financial Services.

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