Controller's guide to planning and controlling operations
The Controller's Guide to Planning and Controlling Operations is a comprehensive guide for controllers, CFOs, and budget managers who need to determine:The soundness of sales forecastsThe best approach for setting product pricesThe profitability of customers and market segmentsFederal tax remit...
| Autor principal: | |
|---|---|
| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
New York :
John Wiley
2004.
|
| Edición: | 1st edition |
| Materias: | |
| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009627025506719 |
Tabla de Contenidos:
- CONTROLLER' S GUIDE; PREFACE; ACKNOWLEDGMENTS; CONTENTS; Chapter 1: GENERAL DISCUSSION OF ACCOUNTING/STATISTICAL STANDARDS: BENCHMARKING; MEANING OF ACCOUNTING/STATISTICAL CONTROL; EXTENT OF ACCOUNTING/STATISTICAL CONTROL; NEED FOR STANDARDS; DEFINITION OF STANDARDS; ADVANTAGES OF STANDARDS; RELATIONSHIP OF ENTITY GOALS TO PERFORMANCE STANDARDS; TYPES OF STANDARDS NEEDED; TREND TO MORE COMPREHENSIVE PERFORMANCE MEASURES; BENCHMARKING; BALANCED SYSTEM OF PERFORMANCE MEASURES; SETTING THE STANDARDS; USE OF STANDARDS FOR CONTROL; PROCEDURE FOR REVISING STANDARDS; RECORDING STANDARDS
- APPLICATION OF STANDARD COSTSMANAGEMENT USE OF STANDARD COSTS; Chapter 2: PLANNING AND CONTROL OF SALES; INTRODUCTION; SALES MANAGEMENT CONCERNS; CONTROLLER'S ASSISTIVE ROLE IN SALES MANAGEMENT PROBLEMS; CONTROLLER'S INDEPENDENT ROLE IN THE PLANNING AND CONTROL OF SALES; CONTROL OF SALES; SALES ANALYSIS; SALES PLANNING: BASIS OF ALL BUSINESS PLANS; STEPS IN DEVELOPING THE NEAR-TERM SALES PLAN/BUDGET; CONTROL PHASE; METHODS OF DETERMINING THE SALES LEVEL; USEFUL SOURCES OF FORECASTING INFORMATION; FORECASTING THE BUSINESS CYCLE; SALES STANDARDS; SALES REPORTS
- PRODUCT PRICING: POLICY AND PROCEDUREChapter 3: PLANNING AND CONTROL OF MARKETING EXPENSES; INTRODUCTION; DEFINITION; SIGNIFICANCE; FACTORS INCREASING THE DIFFICULTY OF COST CONTROL; SALES MANAGER AND MARKETING EXPENSES; BASIC APPROACH IN THE PLANNING AND CONTROL OF MARKETING EXPENSES; MARKETING EXPENSE ANALYSIS; TYPES OF ANALYSES; PLANNING MARKETING EXPENSES; SPECIAL COMMENTS ON ADVERTISING AND SALES PROMOTION EXPENSE; CONTROL OF MARKETING EXPENSES; MARKETING EXPENSE STANDARDS; Chapter 4: PLANNING AND CONTROL OF MANUFACTURING COSTS: DIRECT MATERIAL AND DIRECT LABOR
- GENERAL ASPECTS OF MANUFACTURINGDIRECT MATERIAL COSTS: PLANNING AND CONTROL; LABOR COSTS: PLANNING AND CONTROL; Chapter 5: PLANNING AND CONTROL OF MANUFACTURING COSTS : MANUFACTURING EXPENSES; NATURE OF MANUFACTURING EXPENSES; RESPONSIBILITY FOR PLANNING AND CONTROL OF MANUFACTURING EXPENSES; APPROACH IN CONTROL OF MANUFACTURING EXPENSES; PROPER DEPARTMENTALIZATION OF EXPENSES; VARIATIONS IN COST BASED ON FIXED AND VARIABLE COSTS; VARIATIONS IN COST BASED ON DIRECT LABOR; VARIATIONS IN COST BASED ON BATCH SIZE; VARIATIONS IN COST BASED ON OVERHEAD; VARIATIONS IN COST BASED ON TIME
- COST ESTIMATION METHODSNORMAL ACTIVITY; ALLOCATION OF INDIRECT PRODUCTION COSTS; BUDGETARY PLANNING AND CONTROL OF MANUFACTURING EXPENSES; REVISION OF MANUFACTURING EXPENSE BUDGETS; SECURING CONTROL OF OVERHEAD; INDIRECT LABOR: A MORE PRECISE TECHNIQUE; OTHER ASPECTS OF APPLYING BUDGETARY CONTROL; OTHER CONTROL PROCEDURES; ROLE OF THE CONTROLLER; REPORTS FOR MANUFACTURING EXECUTIVES; Chapter 6: PLANNING AND CONTROL OF RESEARCH AND DEVELOPMENT EXPENSES; RESEARCH AND DEVELOPMENT ACTIVITIES; IMPACT OF R&D ACTIVITIES ON CORPORATE EARNINGS; R&D ACTIVITIES IN RELATION TO CORPORATE OBJECTIVES
- INTEGRATION OF R&D WITH OTHER FUNCTIONS
