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

Book Description

Discover how to use activity-based management to improve your bottom line

The first book of its kind to focus on activity-based management in the financial services industry, Activity-Based Management for Financial Institutions: Driving Bottom Line Results will show you how to drive changes to your organization's bottom line.

After providing a brief overview of a financial services activity-based costing model, this book focuses on how to directly improve net income, covering essential topics including costing, chargeback, and pricing; implementing ABC; implementing ABM; managing organizational change; and avoiding pitfalls.

  • Written for those in the financial services industry-banks, securities firms, insurance companies

  • Reveals how to drive benefits to the bottom line through disciplined execution of activity-based management and organizational change management

  • Provides real world examples and tools for quick results and sustained success

  • This one-of-a-kind book will take your financial institution from stuck to financially successful, driving profitability and performance.

    Table of Contents

    1. Wiley & SAS Business Series
    2. Title Page
    3. Copyright Page
    4. Dedication
    5. Foreword
      1. THE NEED TOREPLACE TRADITIONAL COST MEASUREMENT METHODS
      2. OVERCOMING THE SPEED BUMPS OF ABC
      3. ABC PROVIDES LIGHT AT THE END OF THE TUNNEL
    6. Preface
    7. About the Website
    8. Acknowledgements
    9. CHAPTER 1 - What Are ABC and ABM?
      1. WHAT IS ABC?
      2. WHAT IS ABM?
      3. NOTE
    10. CHAPTER 2 - Costing, Chargeback, and Pricing
      1. DEFINE YOUR OBJECTIVES
      2. COSTING: ABSORPTION CHOICES
      3. COSTING: DRIVING COSTS FROM SUPPORT AREAS
      4. CHARGEBACK
      5. RATES
      6. BANK BRANCH PROFITABILITY
      7. PRICING
      8. NOTE
    11. CHAPTER 3 - Implementing ABC
      1. ABC IMPLEMENTATION GUIDING PRINCIPLES
      2. MODEL RULES, ASSUMPTIONS, AND DESIGN DOCUMENTS
      3. DRIVER DECISIONS
      4. ATTRIBUTE DECISIONS
      5. LEVEL OF DETAIL DECISIONS
      6. TOOLS
      7. ACTIVITY AND DRIVER DICTIONARIES
      8. PUTTING IT ALL TOGETHER: AN ABC EXAMPLE
      9. NOTES
    12. CHAPTER 4 - Implementing ABM
      1. STRUCTURING THE ORGANIZATION AND PROCESS FOR SUCCESS
      2. DIFFERENCES BETWEEN ABM AND ABC STAFFING
      3. PROJECT PORTFOLIO MANAGEMENT
      4. DRIVING RESULTS
      5. ADDITIONAL CONSIDERATIONS FOR FINANCIAL SERVICES
      6. NOTES
    13. CHAPTER 5 - ABC/M in Shared Services
      1. STARTING ABC/M WITH SHARED SERVICES
      2. COMMUNICATION BARRIERS
      3. EXPECTED DIALOG FOR PLANNING
      4. INTEGRATING THE IT MODEL
      5. DRIVING VALUE WITHIN SHARED SERVICES: IS EXAMPLES
    14. CHAPTER 6 - Managing Organizational Change
      1. IMPORTANCE OF ORGANIZATIONAL CHANGE MANAGEMENT
      2. ORGANIZATIONAL READINESS AND OVERCOMING RESISTANCE
      3. YOUR ROLE AS CHANGE AGENT
      4. NOTES
    15. CHAPTER 7 - Avoiding the Pitfalls: Lessons Learned
      1. ABC LESSONS LEARNED
      2. ABM LESSONS LEARNED
      3. NOTE
    16. CHAPTER 8 - Beyond ABC/M
      1. PORTABLE SKILLS
      2. ADJACENT CAREERS
      3. IN CONCLUSION
    17. APPENDIX - ABC Model and Cost Object Reporting Rules and Assumptions
    18. Index