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Fast-Track Profit Model: Creating the New Due-Diligence Process for Mergers and Acquisitions
Kaplan, Robert S.; Anderson, Steven R.Book Chapter HBS-2228BC-EAccounting and ControlIn this chapter, the authors demonstrate how to quickly build a simple Time-Driven Activity-Based Costing model for assessing the attractiveness of a company being considered for acquisition. Using this model during the due-diligence process enables a prospective buyer to identify where profit opportunities exist, how they can be captured, their cost and impact, and whether the organization has the capacity to execute. This chapter is excerpted ...Starting at €8.20
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Kemps LLC: Handling Product, Distribution, and Customer Variety
Kaplan, Robert S.; Anderson, Steven R.Book Chapter HBS-2230BC-EAccounting and ControlThis chapter illustrates comprehensive, enterprise-wide implementation of Time-Driven Activity-Based Costing projects using the case of Kemps LLC. This chapter is excerpted from "Time-Driven Activity-Based Costing: A Simpler and More Powerful Path to Higher Profits."Starting at €8.20
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Global Insurance Company Private Client Group: Forecasting Key Employee Staffing Levels--The Benefits of Time-Driven Activity-Based Costing
Kaplan, Robert S.; Anderson, Steven R.Book Chapter HBS-2237BC-EAccounting and ControlThe Private Client Group of Global Insurance (disguised) experienced explosive growth and turned to time-driven activity-based budgeting to help plan for future resource capacity. Within this chapter, the case study describes how to integrate a staffing forecast system with the enterprise-wide business planning, budgeting, and forecasting system, and how to apply TDABC to budget and forecast resource consumption. This chapter is excerpted from "...Starting at €8.20
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Jackson State University: Introducing Business Concepts into Education--The Benefits of Time-Driven Activity-Based Costing
Kaplan, Robert S.; Anderson, Steven R.Book Chapter HBS-2241BC-EAccounting and ControlAs CEOs of universities and other nonprofits become more publicly accountable for their costs and performance, having a TDABC model of their resource demands provides them with a powerful tool for guiding expansion plans, determining service levels, and managing budgets. This chapter looks at Jackson State University and its application of TDABC in a nonprofit setting. This chapter is excerpted from "Time-Driven Activity-Based Costing: A Simpler...Starting at €8.20
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Transforming Unprofitable Customers: A Time-Driven Activity-Based Costing Approach
Kaplan, Robert S.; Anderson, Steven R.Book Chapter HBS-5242BC-EAccounting and ControlThis chapter reviews the types of actions managers take on the basis of the output from their activity-based costing models, focusing on how to improve customer profitability, a common application for Time-Driven ABC. This chapter is excerpted from "Time-Driven Activity-Based Costing: A Simpler and More Powerful Path to Higher Profits."Starting at €8.20
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Estimating Process Times: The Role of Time Equations
Kaplan, Robert S.; Anderson, Steven R.Book Chapter HBS-2222BC-EAccounting and ControlThis chapter focuses on the principle innovation of TDABC, the development of equations that estimate the demands for time on capacity resources, and the benefits of implementing this method of analysis. This chapter is excerpted from "Time-Driven Activity-Based Costing: A Simpler and More Powerful Path to Higher Profits."Starting at €8.20
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Capacity Cost Rates: The Practical Issues
Kaplan, Robert S.; Anderson, Steven R.Book Chapter HBS-2223BC-EAccounting and ControlCalculating capacity cost rates is the second element in a time-driven activity-based costing model. This chapter discusses when to capture cost at a department or a process level, how to incorporate all relevant costs, and how to measure practical capacity. This chapter is excerpted from "Time-Driven Activity-Based Costing: A Simpler and More Powerful Path to Higher Profits."Starting at €8.20
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What-If Analysis and Activity-Based Budgeting: Forecasting Resource Demands
Kaplan, Robert S.; Anderson, Steven R.Book Chapter HBS-2227BC-EAccounting and ControlActivity-based budgeting has been discussed for some time, but becomes far more practical with a TDABC model. Using this approach, a company can now link its strategic plan and sales and production forecast to the specific demands for capacity required for implementation. This chapter introduces the powerful new extension of the TDABC model to perform what-if analysis and activity-based budgeting. This chapter is excerpted from "Time-Driven Acti...Starting at €8.20
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ATB Financial: Guiding Profitable Growth
Kaplan, Robert S.; Anderson, Steven R.Book Chapter HBS-2235BC-EAccounting and ControlThis chapter examines the application of TDABC to guide the profitability of a recently deregulated financial services company, ATB Financial. This chapter is excerpted from "Time-Driven Activity-Based Costing: A Simpler and More Powerful Path to Higher Profits."Starting at €8.20
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Frequently Asked Questions: Time-Driven Activity-Based Costing
Kaplan, Robert S.; Anderson, Steven R.Book Chapter HBS-9896BC-EAccounting and ControlThis chapter answers several of the most common questions about Time-Driven Activity-Based Costing. This chapter is excerpted from "Time-Driven Activity-Based Costing: A Simpler and More Powerful Path to Higher Profits."Starting at €8.20