ControllingWiki - User contributions [en]

Cost Object

2020-06-04T13:56:27Z

Dienstl-Arnegger: Reverted edits by DavidWashington (talk) to last revision by Thomka

Cost Object - Anything for which we want separate cost information (1). Typical cost objects include services, current and new customers, channels, and projects (2).

== Literature ==
(1) Emblemsvag J., Life-cycle costing

(2) Brimson J. A., Antos J., Driving Value Using Activity-Based Budgeting

== Author ==
Zieliński Tomasz

Cost Element

2020-06-04T13:48:16Z

Dienstl-Arnegger: Replaced content with "Cost Element - the lowest level component of a resource1. Usually cost elements are accounts related to a given resource. == Author == Zieliński Tomasz"

Cost Element - the lowest level component of a resource1. Usually cost elements are accounts related to a given resource.

== Author ==
Zieliński Tomasz

Cost Driver

2020-06-04T13:43:41Z

Dienstl-Arnegger:

Cost Driver - any situation or event that causes a change in the consumption of a resource, or influences quality or cycle time. An activity may have multiple cost drivers. Cost drivers do not necessarily need to be quantified; however, they strongly influence the selection and magnitude of resource drivers and activity drivers.

== Literature ==

Dierks, Cokins, CAM-I Glossary

== Author ==

Zieliński Tomasz

Corporate policy

2020-06-04T13:25:25Z

Dienstl-Arnegger:

== IGC-DEFINITION (abbreviated) ==
'''Corporate policy / [[:de:Unternehmenspolitik|Unternehmenspolitik]]''' 
Corporate policy has the task of harmonising external interests in the company and purposes that determine the company with internally pursued objectives, in order to create a match between the external environment and the business environment. This match should, in the long term, guarantee the business’s autonomy and survival. To achieve this, management must establish the basic values and standards of conduct that should become second nature; at the same time they must determine the principles of behaviour for dealing with customers, suppliers and employees.

Corporate policy consists of the following elements:
*vision
*mission statement
*business concept

A vision is a concrete picture of the future, near enough for people to see that it is realisable, but far enough away to stir the enthusiasm in the organisation’s workforce for a new reality. A communicable vision should consist of a short and clear statement, formulated in a way that is easily remembered.
The vision is the basis for the mission statement. However, for actual strategic and operative management, both the vision and the mission statement are still too vague. They must be defined in more detail in the business concept.

The business concept may be divided into three parts:
*market and technological concept
*financial concept
*social concept

These parts grow out of a holistic view of the business’s management towards all environments, including, of course, the natural environment. A corporate policy that is really applied depends on two preconditions. Its principles must be practised on a daily basis by top management – and it must be formulated in writing, so that managers refer to it as a guide.

from: [http://www.igc-controlling.org/EN/_publikationen/publikationen.php IGC-Controller-Wörterbuch, International Group of Controlling (Hrsg.)]

== Source ==

[http://www.igc-controlling.org/EN/_publikationen/publikationen.php IGC-Controller-Wörterbuch, International Group of Controlling (Hrsg.), 4. Auflage, Schäffer-Poeschel, Stuttgart, 2010]

Corporate Identity

2020-06-04T13:24:01Z

Dienstl-Arnegger:

Corporate identity (CI) is a coordinated input of action, communication and appearance, both inwards and outwards. The basis for that is a mission statement which is then brought to life through corporate identity. The aim of the corporate identity is a lasting company development. The CI is also a personality in an organization, which acts and is treated as an integrated player.

== Source ==
ICV-Statement "Grundmodell für Kommunikations-Controlling"
== Internet ==
[http://www.communicationcontrolling.de]www.communicationcontrolling.de
== First version by ==
ICV work group "Kommunikations-Controlling", leader: Dr. Reimer Stobbe

Core competence

2020-06-04T13:22:51Z

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== IGC-DEFINITION (abbreviated) ==
'''Core competence / [[:de:Kernkompetenzen|Kernkompetenzen]]''' 
Core competences are defined as a systematic bundle of technologies and production capabilities that enable a company to develop a great number of product lines. There are three fields of core competences that are separated: „Market-access competences“ facilitate focussed market penetration and establish the contact to buyers, „integrity-related competences“ are important for fast and reliable cooperation between different organisational units and functions within the company, whereas „functionality-related competences“ focus on providing outstanding functionality in the products to be sold.

from: [http://www.igc-controlling.org/EN/_publikationen/publikationen.php IGC-Controller-Wörterbuch, International Group of Controlling (Hrsg.)]

== Source ==

[http://www.igc-controlling.org/EN/_publikationen/publikationen.php IGC-Controller-Wörterbuch, International Group of Controlling (Hrsg.), 4. Auflage, Schäffer-Poeschel, Stuttgart, 2010]

Control

2020-06-04T13:15:23Z

Dienstl-Arnegger: Rejected the last 3 text changes (by DavidWashington and Dienstl-Arnegger) and restored revision 448 by Markus Berger-Vogel

== IGC-DEFINITION (abbreviated) ==
'''Control / [[:de:Kontrolle|Kontrolle]]''' 
Control (here managerial control) is a non-delegable task of management. It includes identifying the difference between budgeted and actual figures as well as deciding on the necessary corrective actions, checking whether these actions are effective and, if required, introducing sanctions. [[Controller|Controller]]s interpret and prepare the results obtained for management, but do not, in doing so, relieve the managers of their controlling task.

from: [http://www.igc-controlling.org/EN/_publikationen/publikationen.php IGC-Controller-Wörterbuch, International Group of Controlling (Hrsg.)]

== Source ==

[http://www.igc-controlling.org/EN/_publikationen/publikationen.php IGC-Controller-Wörterbuch, International Group of Controlling (Hrsg.), 4. Auflage, Schäffer-Poeschel, Stuttgart, 2010]

Control

2020-06-04T13:09:59Z

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Contribution margin

2020-06-04T13:08:18Z

Dienstl-Arnegger:

== IGC-DEFINITION (abbreviated) ==
'''Contribution margin / [[:de:Deckungsbeitrag|Deckungsbeitrag]]''' 
The contribution margin may be defined as the surplus of net revenue over the costs clearly entailed without allocating [[structure costs]] using a key.
Contribution margin I (CM I) is calculated by subtracting the proportional costs of sales ([[product costs]]) from the net revenue. CM I demonstrates how much the individual article, the product, etc. contributes towards covering the structure costs of a business as well as towards the profit. It is the yardstick for assessing a product’s profitability.

from: [http://www.igc-controlling.org/EN/_publikationen/publikationen.php IGC-Controller-Wörterbuch, International Group of Controlling (Hrsg.)]

== Source ==

[http://www.igc-controlling.org/EN/_publikationen/publikationen.php IGC-Controller-Wörterbuch, International Group of Controlling (Hrsg.), 4. Auflage, Schäffer-Poeschel, Stuttgart, 2010]

[[Category:Budgeting]]

Contribution accounting (Direct Costing and multi-step)

2020-06-04T13:05:36Z

Dienstl-Arnegger:

== IGC-DEFINITION (abbreviated) ==
'''Contribution accounting (Direct Costing and multi-step) / [[:de:Deckungsbeitragsrechnung|Deckungsbeitragsrechnung (ein- und mehrstufig)]]''' 
Contribution accounting is the tool for planning and controlling the business’s activities towards the profit objective. Its task is twofold:

*to enable managers to have a better understanding of the effects their decisions are likely to have on profits (decision accounting);
*to convert objectives into figures to provide performance ratings for managers (responsibility accounting).

Contribution accounting involves the linking of a market-oriented philosophy with economic quantities and values; it leads to a way of thinking that starts with the customer perspective. A well-developed contribution accounting system therefore provides the necessary transparency and shows whether market planning as well as technical and organisational structures are moving collectively towards the profit goal.

Stepwise contribution accounting 
Since structure costs do not alter in direct proportion to the number of items sold or produced, it is not possible to calculate the genuine full costs of any product unit. Consequently, the system of stepwise contribution accounting was developed to improve the possibilities of analysing and controlling costs.
Starting from the CM I, blocks of structure costs are deducted one after another, based on their relationship to the object in question (e.g. product or product group). This multiple calculation of subsequent contribution margins allocates structure costs without applying a key. It is still not possible to see how much a particular item has brought in in terms of profit, but the contribution which an article, a product, or a product group or a range of goods makes towards the covering of the structure costs can be calculated as a figure that can be planned, controlled and for which somebody can be made accountable.

Sales result account 
Using the method of stepwise contribution accounting for structuring a sales result account offers many insights for managing and measuring costs and sales performance. The aim of a sales result account is to show the results and the degree of success of one or more sales organisations according to individual sources of profit. For this purpose, all cost factors have to be isolated which cannot be influenced by the sales organization. For this reason, the production costs in the sales result account are always calculated at standard rates, i.e. as planned, then deducted from the net revenue. The structure costs of other functional areas are always deducted as planned values (in budget and actuals).
Therefore any variances between budgeted and actual figures, for which sales is not responsible do not appear in the sales result account, but are shown in the variances résumé.

[[Image:Contribution accounting.png|x600px|]]

The number of contribution steps depends on the organisational structure of the business – its areas of responsibility are reflected in the structure of the CM steps. Since multi-dimensional contribution accounting is now more frequent and the structure of the contribution account differs for each company, it is a good idea not just to number the various contributions but also to provide them with descriptive names.

from: [http://www.igc-controlling.org/EN/_publikationen/publikationen.php IGC-Controller-Wörterbuch, International Group of Controlling (Hrsg.)]

== Source ==

[http://www.igc-controlling.org/EN/_publikationen/publikationen.php IGC-Controller-Wörterbuch, International Group of Controlling (Hrsg.), 4. Auflage, Schäffer-Poeschel, Stuttgart, 2010]

[[Category:Planning]]

2020-06-04T12:54:08Z

Dienstl-Arnegger:

Contents are the substance of all communication processes. They are crucial to the addressee in the process of picking up and understanding information and therefore they decide if communication takes place at all. Contents are selected by the media from the abundance of available information according to professional selection criteria and as a result the agenda of the platform responsible for forming public opinion and decision-making processes is created. The added value analysis of communication can never take place without relation to its contents, which can be though - given its complexity and dynamics - empirically captured only to some degree.

== Source ==
ICV-Statement "Grundmodell für Kommunikations-Controlling"
== Internet ==
[http://www.communicationcontrolling.de]www.communicationcontrolling.de
== First version by ==
ICV work group "Kommunikations-Controlling", leader: Dr. Reimer Stobbe

Communication(s) Scorecard

2020-06-04T12:52:59Z

Dienstl-Arnegger:

The Communication Scorecard, which is derived from the concept of the Balanced Scorecard, presents the performance of the communication department and orientates them towards strategic aims of the company.

== Source ==
ICV-Statement "Grundmodell für Kommunikations-Controlling"
== Internet ==
[http://www.communicationcontrolling.de]www.communicationcontrolling.de
== First version by ==
ICV work group "Kommunikations-Controlling", leader: Dr. Reimer Stobbe

Communication

2020-06-04T12:49:44Z

Dienstl-Arnegger:

The functional approach to the science of business management and socio-scientific approach to processes is based on the abundance of definitions from various scientific disciplines. As far as business management is concerned, communication serves to transfer opinions, attitudes, expectations and behaviors of certain addressees according to specific objectives. The socio-scientific systems theory describes communication as a three-stage selection process, whereas the sole transfer of information is not communication yet. Communication takes place first when an addressee understands the message that was composed by the sender from pieces of information.

Moreover, there is a difference between performative and discursive communication. Performative communication is the targeted creating of a point of view through a sender free from external influences (e.g. placement of advertisement). Discursive communication describes introduction of aspects into the independent thematic canon of the  agenda in awareness that there are also other points of view brought up (e.g. through press information).

== Source ==
ICV-Statement "Grundmodell für Kommunikations-Controlling"

Cfo insight

2020-06-04T12:49:04Z

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Cash flow

2020-06-04T12:47:20Z

Dienstl-Arnegger:

== IGC-DEFINITION (abbreviated) ==
'''Cash flow / [[:de:Cash Flow|Cash Flow]]''' 
Cash flow is a sales surplus over the liquidity-relevant expenses incurred by a company’s business activities and is therefore also an indicator for a company’s profit situation as well as its self-financing capability.
Various cash flow concepts may be distinguished, depending on the purpose of the analysis and appraisal. First it has to be decided whether extraordinary and neutral transactions should be included or not; here we are only concerned with the ordinary account, i.e. cash flow resulting from normal business activities. Then a decision has to be made as to which fund to start with, since this decision determines which transactions are to be regarded as liquidity-relevant. A fund is defined as the balance of one or more balance sheet accounts used to measure the change in liquidity:

[[Image:Cash flow.png|x500px]]

from: [http://www.igc-controlling.org/EN/_publikationen/publikationen.php IGC-Controller-Wörterbuch, International Group of Controlling (Hrsg.)]

== Source ==

[http://www.igc-controlling.org/EN/_publikationen/publikationen.php IGC-Controller-Wörterbuch, International Group of Controlling (Hrsg.), 4. Auflage, Schäffer-Poeschel, Stuttgart, 2010]

CFROI (Cash Flow Return On Investment)

2020-06-04T12:46:33Z

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== IGC-DEFINITION (abbreviated) ==
'''CFROI (Cash Flow Return On Investment) / [[:de:CFROI (Cash Flow Return On Investment)|CFROI (Cash Flow Return On Investment)]]''' 
CFROI is computed as follows:

[[Image:CFROIe.png|x45px|]]

The CFROI is a performance measurement ratio for managers who can influence and thus also take the responsibility for all relevant financial aspects of their organisational unit, except investments and depreciation and also financial decisions (i.e. decisions that influence the financial structure of the company as shown on the right side of the balance sheet). The ratio’s objective is to commit the manager so that he realises high market shares (sales volume) achieved with low controllable costs and with a prudent investment in (interest costing) assets. The CFROI is therefore mainly suitable for managers of profit centers and of (affiliated) companies that do not yet have well-defined guidelines for depreciation and where investment budgets and financing structure are decided at top management or corporate level.

from: [http://www.igc-controlling.org/EN/_publikationen/publikationen.php IGC-Controller-Wörterbuch, International Group of Controlling (Hrsg.)]

== Source ==

[http://www.igc-controlling.org/EN/_publikationen/publikationen.php IGC-Controller-Wörterbuch, International Group of Controlling (Hrsg.), 4. Auflage, Schäffer-Poeschel, Stuttgart, 2010]

CFBIT

2020-06-04T12:45:58Z

Dienstl-Arnegger:

== IGC-DEFINITION (abbreviated) ==
'''CFBIT / [[:de:CFBIT|CFBIT]]''' 
CFBIT, or Cash Flow Before deduction of Interest and income Tax, is increasingly employed as the relevant figure for the management result. Since the calculation is made before depreciation, interest and taxes, this value is suitable for assessing the operative performance achieved by management and can also be used as a basis to determine bonuses.

from: [http://www.igc-controlling.org/EN/_publikationen/publikationen.php IGC-Controller-Wörterbuch, International Group of Controlling (Hrsg.)]

== Source ==

[http://www.igc-controlling.org/EN/_publikationen/publikationen.php IGC-Controller-Wörterbuch, International Group of Controlling (Hrsg.), 4. Auflage, Schäffer-Poeschel, Stuttgart, 2010]

Business Intelligence

2020-06-04T12:44:36Z

Dienstl-Arnegger:

The term Business Intelligence describes actions and processes for systematic analysis (collection, evaluation and presentation) of data in an electronic form. The aim is to acquire findings which enable companies to make better operative or strategic decisions with regards to their objectives. This is done with the help of analytical concepts and IT-systems that evaluate data regarding the given company, competitors or market developments in relation to the desired gain in findings. With the help of the gained knowledge the companies can make their business as well as customer and supplier relations more profitable; reduce costs; minimize the risks and enlarge added value.

== Source ==
ICV-Statement „Grundmodell für Kommunikations-Controlling“
== Internet ==
[http://www.communicationcontrolling.de]www.communicationcontrolling.de
== First version by ==
ICV work group "Kommunikations-Controlling", leader: Dr. Reimer Stobbe

Budgeted Costs

2020-06-04T12:41:27Z

Dienstl-Arnegger:

Budgeted costs = standard/structure costs + level of employment of standard/product costs. Budgeted and actual costs variance is a central value in the costs analysis as a part of costs and services accounting. By providing further analysis possibilities it attempts to improve efficiency.

== Source ==
ICV-Statement "Grundmodell für Kommunikations-Controlling"
== Internet ==
[http://www.communicationcontrolling.de]www.communicationcontrolling.de
== First version by ==
ICV work group "Kommunikations-Controlling", leader: Dr. Reimer Stobbe

Break Even Analysis

2020-06-04T12:39:31Z

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'''Introduction'''

The Break Even Analysis is used to compaire different business cases to identify the most economical case.
The analysis based on the calculation of the Break Even Point which is defined as the specific point when the total costs equals the total revenue of a production or a sales.
Expenditure and income are the same and the company makes neither a profit nor a loss.
Break-even analysis is a technique widely used by production management and management accountants.

----

'''Definition'''

Before you can start to calculate the break even point for different cases, you need to identify the costs. Cost are shared in two parts of cost, fixed cost and variable cost.

'''Fixed Cost (FC)''' - Cost in a specific period of time which are not dependent on the activities of the business.

Examples
- depreciation
- insurance
- interest
- rent
- salaries
- wages

'''Variable Cost (VC)''' - Cost in a specific period of time which are varies, more or less, in step with the output of the business. Variable Cost needs to calculate per unit.

Examples
- raw material
- energy usage
- labor
- distribution cost

'''Total Cost (TC)''' - sum of Variable Cost per unit plus Fixed Cost

TC = (VC*Unit) + FC

----

'''Break-Even Chart'''

In its simplest form, the break-even chart is a graphical representation. The point at which neither profit nor loss is made is known as the "break-even point" and is represented on the chart below by the intersection of the two lines:

[[Image:Unbennannt.jpg]]

Potential locations for company to do the business can be compared on an economic basis. Berlin (X) , Hong Kong (Y) and Denver(Z) are the places you have to analyse based on a specific break even calculation.

Berlin (X) 75 (VC) 4000 (U) 150,000 (FC)
Hong Kong (Y) 50 (VC) 4000 (U) 200,000 (FC)
Denver (Z) 40 (VC) 4000 (U) 400,000 (FC)

calculate the Total Cost (TC) for each location

Berlin(X) : TC = $150,000+$75(4000)=$450,000

Hong Kong (Y) : TC = $200,000+$50(4000)=$400,000

Denver(Z): TC = $400,000+$25(4000)=$500,000

The most economical site is Y because it is the least expensive.

[[Image:location.jpg]]

----

Katrin Kirsch-Brunkow AK Berlin/Brandenburg

Brand Awareness

2020-06-04T09:59:26Z

Dienstl-Arnegger:

In brand awareness we distinguish between active, not reinforced brand recall and passive, reinforced brand recognition.
Brand awareness is a prerequisite for customers to relate to the brand association and image. Moreover, known brands are bought more often than unknown ones.

== Source ==
ICV-Statement "Grundmodell für Kommunikations-Controlling"
== Internet ==
[http://www.communicationcontrolling.de]www.communicationcontrolling.de
== First version by ==
ICV work group "Kommunikations-Controlling", leader: Dr. Reimer Stobbe

Brand

2020-06-04T09:57:31Z

Dienstl-Arnegger:

A brand of a company is a promise to its stakeholders saying what a company wants to be associated/connected with by the stakeholders. The strength of a brand depends on the fulfillment of the made promise.

Brand is company “property” (inside-out approach) and has an influence on the reputation of a company.

== Source ==
ICV-Statement „Grundmodell für Kommunikations-Controlling“
== Internet ==
[http://www.communicationcontrolling.de]www.communicationcontrolling.de
== First version by ==
ICV work group "Kommunikations-Controlling", leader: Dr. Reimer Stobbe

Bill of materials

2020-06-04T09:57:01Z

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== IGC-DEFINITION (abbreviated) ==
'''Bill of materials / [[:de:Stückliste|Stückliste]]''' 
A bill of materials contains information about the components of a product and lists the purchased parts and the self-produced parts – either for the finished or semi-finished products. For each of these parts the standard volume (in the sense of a productive target to be reached) is also defined.

from: [http://www.igc-controlling.org/EN/_publikationen/publikationen.php IGC-Controller-Wörterbuch, International Group of Controlling (Hrsg.)]

== Source ==

[http://www.igc-controlling.org/EN/_publikationen/publikationen.php IGC-Controller-Wörterbuch, International Group of Controlling (Hrsg.), 4. Auflage, Schäffer-Poeschel, Stuttgart, 2010]

Benchmarking

2020-06-04T09:55:59Z

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== IGC-DEFINITION (abbreviated) ==
'''Benchmarking / [[:de:Benchmarking | Benchmarking]]''' 
Benchmarking is an analysis and [[Planning and planning framework|planning]] tool, which allows an individual company to be compared with the best of its competitors. Furthermore, comparisons can be made with the best practices demonstrated by companies in a different industry. It is therefore a process which compares the methods, operations and results of business functions with one or more other enterprises in order to discover opportunities for rationalisation or for improving quality and performance. The table gives an indication of the various starting-points to attain benchmarks.

[[Image:Benchmark.png|x150px|]]

from: [http://www.igc-controlling.org/EN/_publikationen/publikationen.php IGC-Controller-Wörterbuch, International Group of Controlling (Hrsg.)]

== Source ==

[http://www.igc-controlling.org/EN/_publikationen/publikationen.php IGC-Controller-Wörterbuch, International Group of Controlling (Hrsg.), 4. Auflage, Schäffer-Poeschel, Stuttgart, 2010]

[[Category:Strategy]]

Balanced Scorecard

2020-06-04T09:53:35Z

Dienstl-Arnegger:

== IGC-DEFINITION (abbreviated) ==
'''Balanced Scorecard / [[:de:Balanced_Scorecard|Balanced Scorecard]]''' 
As the term implies, the Balanced Scorecard should allow a balanced control with the help of ratios or indicators and thus should be integrated in reporting. Traditional reporting systems focus almost exclusively on financial and profit ratios – while the Balanced Scorecard also takes non-financial elements (e.g. ‘Number of new customers acquired’) into account when evaluating results. Special attention is given to the relative importance of the different ratios or indicators as the Balanced Scorecard does not only concentrate on the ratio figures themselves, but mainly focuses on management’s realisation of the objectives according to the organization’s formulated strategies.

In its classic form, the Balanced Scorecard is built with four perspectives of control in mind:
*Financial and value perspective
*Market and customer perspective
*Process perspective
*Knowledge and innovation perspective.

from: [http://www.igc-controlling.org/EN/_publikationen/publikationen.php IGC-Controller-Wörterbuch, International Group of Controlling (Hrsg.)]

== Source ==

[http://www.igc-controlling.org/EN/_publikationen/publikationen.php IGC-Controller-Wörterbuch, International Group of Controlling (Hrsg.), 4. Auflage, Schäffer-Poeschel, Stuttgart, 2010]

Awareness

2020-06-04T09:52:42Z

Dienstl-Arnegger:

Awareness of a brand or of a supplier among consumers. The assumption is true only under the condition that there is the “evoked set” by the purchase decision (-> [[brand awareness]]).

== Source ==
ICV-Statement „Grundmodell für Kommunikations-Controlling“
== Internet ==
[http://www.communicationcontrolling.de]www.communicationcontrolling.de
== First version by ==
ICV work group "Kommunikations-Controlling", leader: Dr. Reimer Stobbe

Awareness

2020-06-04T09:52:28Z

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Agenda

2020-06-04T09:51:48Z

Dienstl-Arnegger:

Agenda is a media created platform designed to shape public opinion and decision-making processes, which continuously serves the democratic society for reaching agreements over relevant matters. It is created, when the media constantly select and publish certain contents from the abundance of information by means of professional selection criteria such as innovatory and informative value. When a measure of an internal output (e.g. press release) is taken up by the agenda, external output (publications) comes into being.

== Source ==
ICV-Statement "Grundmodell für Kommunikations-Controlling"
== Internet ==
[http://www.communicationcontrolling.de]www.communicationcontrolling.de
== First version by ==
ICV work group "Kommunikations-Controlling", leader: Dr. Reimer Stobbe

Activity Output

2020-06-04T09:50:56Z

Dienstl-Arnegger: Replaced content with "Activity Output – result of an activity that is received by the customer of an activity, e.g. final goods, services, information. == Author == Zieliński Tomasz"

Activity Output – result of an activity that is received by the customer of an activity, e.g. final goods, services, information.

== Author ==

Zieliński Tomasz

Activity Driver

2020-06-04T09:50:10Z

Dienstl-Arnegger: Replaced content with "Activity Driver - the best single quantitative measure of the frequency and intensity of the demands placed on an activity by cost objects or other activities. It is used..."

Activity Driver - the best single quantitative measure of the frequency and intensity of the demands placed on an activity by cost objects or other activities. It is used to assign activity costs to cost objects or to other activities.

== Literature ==

Dierks, Cokins, CAM-I Glossary

== Author ==

Zieliński Tomasz

Activity Dictionary

2020-06-04T09:49:46Z

Dienstl-Arnegger:

Activity Dictionary - a listing and description of activities that provides a common/standard definition of activities across the organization. An activity dictionary can include information about an activity and/or its relationships, such as an activity description, business process, function source, whether value-added, inputs, outputs, supplier, customer, output measures, cost drivers, attributes, tasks, and other information as desired to describe the activity.

== Literature ==

Bleeker R. R., Euske K. J., Activity-Based Cost Management Design Framework: Getting It Right The First Time

== Author ==

Zieliński Tomasz

Activity Based Costing

2020-06-04T09:49:11Z

Dienstl-Arnegger: Replaced content with "A cost accounting system that accumulates costs based on activities performed and then uses cost drivers to allocate these costs to products or other bases, such as custom..."

A cost accounting system that accumulates costs based on activities performed and then uses cost drivers to allocate these costs to products or other bases, such as customers, markets, or projects. It is an attempt to allocate overhead costs on a more realistic basis than direct labor or machine hours.

Katrin Kirsch-Brunkow AK Berlin Brandenburg

Activity-Based Pricing

2020-06-04T09:48:16Z

Dienstl-Arnegger:

Activity-Based Pricing (Activity Based Pricing) - a variant of cost-plus pricing that takes into account the specific resources required to make a product. Instead of charging an arbitrary fee to cover fixed expenses, a business would calculate the cost of labor, buildings, administration, and other inputs. This type of pricing is more difficult to calculate than simple cost-plus pricing.

== Literature ==

http://www.investorwords.com/6397/activity_based_pricing.html

== Author ==

Zieliński Tomasz

Activity-Based Management (ABM)

2020-06-04T09:23:16Z

Dienstl-Arnegger:

Activity-Based Management (ABM) - structuring an organization’s activities and business processes to meet customer and external needs with the least resources to produce a consistent output. ABM is the planning and control of an organization through its activities and business processes. ABM is based on Activity-Based Costing as its primary source of information.

== Literature ==
Brimson J. A., Antos J., Driving Value Using Activity-Based Budgeting

== Author ==
Zieliński Tomasz

Activity-Based Information System (ABIS)

2020-06-04T09:21:38Z

Dienstl-Arnegger:

Activity-Based Information System (ABIS) – the infrastructure and contents that hold the data required by an activity-based process and/or system. This may include technology such as specialized, customized, or off-the-shelf software, as well as manual approaches.

== Literature ==

Hansen S. C., Torok R.G., The Closed Loop

== Author ==

Zieliński Tomasz

Activity-Based Costing (ABC)

2020-06-04T09:21:01Z

Dienstl-Arnegger:

Activity-Based Costing (ABC) – a methodology that measures the cost and performance of cost objects, activities, and resources. Cost objects consume activities and activities consume resources. Resource cost are assigned to activities based on their use of those resources, and activity costs are reassigned to cost objects (outputs) based on the cost objects’ proportional use of those activities. Activity-based costing incorporates casual relationships between cost objects and activities and between activities and resources.

== Literature ==
Dierks, Cokins, CAM-I Glossary

== Author ==

Zieliński Tomasz

Activity

2020-06-04T09:19:56Z

Dienstl-Arnegger:

Activity describes how much operating efficiency of a sector was used. As a rule this efficiency, which cannot be directly observed, is measured with the help of reference values. Provided that a unit of product is chosen as a reference value, the activity is the manufactured quantity of the product (in liters, items, reservations or similar).
There is a difference between a plan and an actual activity. The capacity indicates the maximal possible operating efficiency. Relating the actual activity to a comparative activity (planned activity, capacity) is the reason of an activity.

== Source ==
ICV-Statement „Grundmodell für Kommunikations-Controlling“
== Internet ==
[http://www.communicationcontrolling.de] www.communicationcontrolling.de
== First version by ==
ICV work group "Kommunikations-Controlling", leader: Dr. Reimer Stobbe

Main Page

2020-06-04T09:18:38Z

Dienstl-Arnegger:

Welcome to ControllingWiki, the platform for controlling-know-how, owned by ICV, the International Association of Controllers, located in Wörthsee, Bavaria, Germany. It has about 6,000 members all over Europe. They usually are active controllers in small, medium or large companies. The association, founded in 1975, brings together practising controllers as well as academics like students and teachers from universities. The association spreads the philosophy and the applications of controlling, promotes the exchange of experience and raises the professional qualification of its members. The ICV sees itself as a lobbyist and as a representative of the business-management competence in public. Experience and communication among the members as well as the focus on future-oriented topics are important targets of the association strategy.

'''Board of Directors'''

Prof. Dr. Heimo Losbichler, Steyr, Austria, Chairman
Carmen Zillmer, Wörthsee, Germany, Managing Director
Matthias von Daacke, Oberderdingen, Deputy Germany
Dr. Klaus Eiselmayer, Munich, Germany
Claudia Maron, Nürnberg, Germany
Markus Steiner, Switzerland
Malgorzata Podskarbi, Poznan, Poland

MediaWiki:Sidebar

2019-10-22T15:59:17Z

Dienstl-Arnegger:

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2019-10-22T15:57:27Z

Dienstl-Arnegger:

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** Category:Controllers | Controllers
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MediaWiki:Sidebar

2019-10-22T15:56:55Z

Dienstl-Arnegger:

* SEARCH
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** Category:Controllers | Controllers
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Main Page

2019-10-01T11:00:35Z

Dienstl-Arnegger:

Welcome to ControllingWiki, the platform for controlling-know-how, owned by ICV, the International Association of Controllers, located in Wörthsee, Bavaria, Germany. It has about 6,000 members all over Europe. They usually are active controllers in small, medium or large companies. The association, founded in 1975, brings together practising controllers as well as academics like students and teachers from universities. The association spreads the philosophy and the applications of controlling, promotes the exchange of experience and raises the professional qualification of its members. The ICV sees itself as a lobbyist and as a representative of the business-management competence in public. Experience and communication among the members as well as the focus on future-oriented topics are important targets of the association strategy.

'''Board of Directors'''

Prof. Dr. Heimo Losbichler, Steyr, Austria, Chairman
Carmen Zillmer, Wörthsee, Germany, Managing Director
Matthias von Daacke, Oberderdingen, Deputy Germany
Siegfried Gänßlen, Stuttgart, Germany
Karl-Heinz Steinke, Idstein / Ts., Germany
Dr. Klaus Eiselmayer, Munich, Germany
Malgorzata Podskarbi, Poznan, Poland

Work plan

2012-04-11T14:32:39Z

Dienstl-Arnegger: Undo revision 575 by 121.12.115.221 (talk)

== IGC-DEFINITION ==
'''Work plan / [[:de:Arbeitsplan|Arbeitsplan]]''' 
The work plan is the standard for the production process of a product or a service (e.g. in public administration). In the work plan, the various operations or activities are listed in the precise sequence in which they are carried out (routing information). At the same time, each operation is allocated to a cost center and provided with a standard time for its production or execution. So the work plan serves as the basis for the calculation of the manufacturing costs. The work plan items valued with the proportional cost rate lead to the proportional manufacturing costs.

[[Image:Work plan.png|x150px|]]

from: [http://www.igc-controlling.org/EN/_publikationen/publikationen.php IGC-Controller-Wörterbuch, International Group of Controlling (Hrsg.)]

== Source ==

[http://www.igc-controlling.org/EN/_publikationen/publikationen.php IGC-Controller-Wörterbuch, International Group of Controlling (Hrsg.), 4. Auflage, Schäffer-Poeschel, Stuttgart, 2010]

Weighted Average Cost of Capital WACC

2012-04-11T14:32:02Z

Dienstl-Arnegger:

I'm imrpseesd! You've managed the almost impossible.

== Source ==

[http://www.igc-controlling.org/EN/_publikationen/publikationen.php IGC-Controller-Wörterbuch, International Group of Controlling (Hrsg.), 4. Auflage, Schäffer-Poeschel, Stuttgart, 2010]

[[Category:Value-based management]], [[Financing]]

Variance analysis / comparison of budgeted and actual figures CBA

2012-04-11T14:31:04Z

Dienstl-Arnegger: Undo revision 589 by 80.116.233.82 (talk)

== IGC-DEFINITION (abbreviated) ==
'''Variance analysis/comparison of budgeted and actual figures CBA / [[:de:Soll-Ist-Vergleich|Soll-Ist-Vergleich SIV]]''' 
Variance analysis in a broader sense is the comparison between actual values and output on the one hand with “what should have been” on the other. In this form, the term relates to the enterprise as a whole. Variance analysis in the narrower sense (CBA) is the comparison between actual costs incurred and the standard costs within a cost center. The [[Flexible budget|standard costs]] show the costs that would have resulted if the actual activity level was produced as planned. The difference between actual and standard costs is the budget spending variance. In the CBA the causes laying behind these variances are analysed, so that ways and means of avoiding such [[variances]] in future can be identified and any corrective measures agreed upon.

from: [http://www.igc-controlling.org/EN/_publikationen/publikationen.php IGC-Controller-Wörterbuch, International Group of Controlling (Hrsg.)]

== Source ==

[http://www.igc-controlling.org/EN/_publikationen/publikationen.php IGC-Controller-Wörterbuch, International Group of Controlling (Hrsg.), 4. Auflage, Schäffer-Poeschel, Stuttgart, 2010]

Trigger

2012-04-11T14:30:06Z

Dienstl-Arnegger:

Trigger
From ControllerWiki
(unreviewed)
Jump to: navigation, search

Trigger - the occurrence of an event that starts as an activity.

== Literature ==
Emblemsvag J., Life-cycle costing

== Author ==
Zieliński Tomasz

Transfer prices

2012-04-11T14:29:19Z

Dienstl-Arnegger:

== IGC-DEFINITION ==
'''Transfer prices / [[:de:Verrechnungspreise|Verrechnungspreise]]''' 
The term transfer price should be used very sparingly, in order not to be misunderstood. Transfer pricing determines the prices when exchanging goods and services between interrelated companies or divisions within a single company or group. If services are exchanged between cost centers, then the term [[Internal services|internal cost allocation]] is used.
Within corporations the problem arises that the supplying company allocates structure costs and profit elements to its delivery price (also called transfer price). For the receiving company these transfer prices are like external material costs, i.e. as if this material would have been bought from outside suppliers. The receiver therefore has no transparency over allocated cost elements. This can lead to the situation that the individual company maximizes its own profit without taking the overall interests of the corporation into consideration. Therefore, corporate controllers should design corporate management accounting systems in a way that the total contribution margin throughout the corporation is transparent. They have to ensure that for decision-taking the proportional costs and the contribution volume, over all levels of production, are known to the person fixing the contract with the outside customer.

from: [http://www.igc-controlling.org/EN/_publikationen/publikationen.php IGC-Controller-Wörterbuch, International Group of Controlling (Hrsg.)]

== Source ==

[http://www.igc-controlling.org/EN/_publikationen/publikationen.php IGC-Controller-Wörterbuch, International Group of Controlling (Hrsg.), 4. Auflage, Schäffer-Poeschel, Stuttgart, 2010]

[[Category:Planning]], [[Category:Financial accounting]]

The Whale Curve of Customer Profitability

2012-04-11T14:28:09Z

Dienstl-Arnegger: Undo revision 1036 by 193.105.210.170 (talk)

The Whale Curve of Customer Profitability - depicts the profit contribution profile of a customer base and highlights that 20% of customers can actually contribute 140% of overall customer base profitability, and that another 20% of customers can erode 40% of the bottom line. The horizontal axis of the Whale Curve graph represents the percentage of total customers ranked from the most profitable to the least profitable. The vertical axis represents cumulative profit contribution.

== Literature ==
Grey P., Gold mining your customer portfolio: Customer Profitability, loyalyty & lifetime value (http://issuu.com/vaasaett/docs/goldmining-customer-portfolio)

== Author ==
Zieliński Tomasz

Supplier

2012-04-11T14:26:55Z

Dienstl-Arnegger: Undo revision 573 by 41.133.87.50 (talk)

Supplier
From ControllerWiki
(unreviewed)
Jump to: navigation, search

Supplier – organizational unit (inner or outer) that provides an activity input.

== Author ==
Zieliński Tomasz

Strategy

2012-04-11T14:25:59Z

Dienstl-Arnegger:

== IGC-DEFINITION (abbreviated) ==
'''Strategy / [[:de:Strategie|Strategie]]''' 
In the market economy, the term strategy is used to refer to thinking in terms of competitive advantages.

Strategic planning aims to discover what [[potentials for success]] the company, or rather the strategic business unit has to offer, and what new potentials for success the firm should develop. It seeks to discover whether it is doing the right thing for the right customers.
Operative management should then exploit the available potentials for success, that is to say convert them into contribution margins and profits, and develop the new potentials.

A strategic business unit is a definition, for organisational convenience, of mostly homogeneous possible fields of activity, which are typified by common strategic characteristics and for each of which an independent product-market-strategy can be worked out and put into practice.

Functional area strategies serve to put the corporate strategy into practice at the level of individual areas of business such as marketing, R&D, personnel, finance, etc. They ensure that all the functional areas with an influence on strategy make their contribution to the implementation of the overall strategy, that potentials for rationalisation are realised and additional capacity potentials are developed.

from: [http://www.igc-controlling.org/EN/_publikationen/publikationen.php IGC-Controller-Wörterbuch, International Group of Controlling (Hrsg.)]

== Source ==

[http://www.igc-controlling.org/EN/_publikationen/publikationen.php IGC-Controller-Wörterbuch, International Group of Controlling (Hrsg.), 4. Auflage, Schäffer-Poeschel, Stuttgart, 2010]

[[Category:Strategy]]