By Gary Cokins
Proven procedure for lowering construction and working expenses whereas expanding gains
As the expansion of the web shifts strength to shoppers, the strain on businesses to maintain costs low will proceed to mount. more and more businesses are counting on ''margin management'' and provide chain administration as a method of preserving costs low whereas elevating earnings. Activity-based costing and administration (ABC/M) info is essential to succeeding in either those severe administration ideas. This publication explains how executives can successfully use the knowledge supplied by means of state-of-the-art ABC/M platforms. the writer, an said specialist within the box, truly defines the ABC/M process and explains the right way to use the data it presents for most sensible effects. He offers a rational framework for knowing the fifteen key defining features of ABC/M and hands readers with an ABC/M Readiness evaluation try besides super undemanding exhibits.
Gary Cokins (Far Bingham Farms, MI) is Director of kin at ABC applied sciences, the world's top provider of activity-based info software program. he's an across the world well-known specialist, speaker, and writer.
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Additional info for Activity-based Cost Management: An Executive's Guide
Managing demand: Demand can be affected via two means: (1) rationalizing product or service line offerings and (2) influencing demand via pricing and non-price-related services. Rationalizing and repositioning products, service lines, channels, and customers is pure strategy. Assessing what is most and least profitable (and fixing problems in that sales mix) is one thing; what to push, what to abandon, and what new kinds of offerings to make or customers to serve is another. Increasing margins by influencing demand involves knowing customer preferences, price elasticity, and the impact of flexing and mixing service levels.
These may use data that rely on cost information in the form of ratios or rates, but these operational measures are specific to a process. Operational control data are frequently used for trend analysis (across time periods) or for comparative and benchmarking analysis (across multiple organizational units). Introduction 39 Assessment and Evaluation The second purpose for cost data is to assess what is happening and evaluate why. The emphasis here is on gaining insights and learning to better achieve the organization’s goals.
Rationalizing and repositioning products, service lines, channels, and customers is pure strategy. Assessing what is most and least profitable (and fixing problems in that sales mix) is one thing; what to push, what to abandon, and what new kinds of offerings to make or customers to serve is another. Increasing margins by influencing demand involves knowing customer preferences, price elasticity, and the impact of flexing and mixing service levels. • Managing capacity: Managing profits is about the future, not the past.
Activity-based Cost Management: An Executive's Guide by Gary Cokins