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

By Brent J. Bahnub, Gary Cokins

Discover tips to use activity-based administration to enhance your backside line

The first booklet of its type to target activity-based administration within the monetary providers undefined, Activity-Based administration for monetary associations: riding final analysis Results will allow you to force adjustments for your organization's backside line.

After delivering a quick evaluation of a monetary companies activity-based costing version, this publication makes a speciality of the right way to at once enhance web source of revenue, protecting crucial subject matters together with costing, chargeback, and pricing; enforcing ABC; enforcing ABM; dealing with organizational switch; and fending off pitfalls.

  • Written for these within the monetary providers 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 genuine international examples and instruments for speedy effects and sustained success

This extraordinary ebook will take your bank from caught to financially winning, riding profitability and performance.

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

Sample text

Goals and Activity-Based Budgeting Since ABC/M identifies many different ways to improve the bottom line, there are many opportunities for goal setting, including the 34 I COSTING, CHARGEBACK, AND PRICING reflection of these goals in the budget. At a high level, it is not uncommon to achieve a 5–10% improvement in profitability as a result of the implementation of ABC/M. Product managers and line CFOs should incorporate improvement identification and, more importantly, bottom line results into their goals.

005/page ($100/ 20,000 pages). 0067/page ($100/15,000 pages). 10 summarizes the results of the different rate types. Notice the simplicity of the actual rate. There is never any residual, but the rate will change monthly. Conversely, the standard and expected rates do not change monthly, but there is a residual. Additionally, in the standard rate line there is a determination of the cost of excess capacity. As explained in the marginal pricing discussion, this excess capacity is useful for case-by-case marginal pricing decisions.

What is actionable? When ABC is just underway and just rolling out, much of the reporting will be informational—this is what we implemented . . and here are the results. While this is appropriate in the rollout and education, when ABC/M becomes imbedded in your organization, try to limit your informational reporting to 20% and your actionable reporting to 80%. Report the negative outlier activities, products, and customers. Report on the action plans to improve the Net Income Before Taxes (NBIT).

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