FRINK Linked Data Fragments server

Matches in SemOpenAlex for { <https://semopenalex.org/work/W185647585> ?p ?o ?g. }

• W185647585 startingPage "62" @default.
• W185647585 abstract "Over the last ten years, corporations have placed a major focus on controlling costs to become more competitive. CEOs have mandated to the business units, as well as the finance organization, that this objective must be met without sacrificing quality to the customer. In an attempt to arm themselves with more information, the business units and finance groups implemented Activity-Based Management (ABM). With more detailed information in hand, organizations were able to benchmark and ultimately identify low-hanging fruit. Unfortunately, after the fruit was harvested, the data became primarily a mechanism for reporting historical and future performance. Now, Diagnostic Variance Analysis (DVA) coupled with ABM allows service or manufacturing organizations to identify and control the overall cost-structure impact of changes in their business strategies. For most companies, annual budget cycles offer a great opportunity to link key business strategies to operational plans. ABM provides the means to focus budget planning through insight into the efficiency of business processes, their associated costs, and their contributions to strategic goals. A traditional budgeting approach projects expenses based on a departmental view of the business, as presented in a General Ledger (i.e., salaries, supplies, depreciation, office space, and so forth). This approach makes it difficult to devise profit strategies that can be incorporated into a budgeting plan, as it is impossible to predict how budgeted costs will actually be consumed by products, customers, channels, etc. As in the budgeting process, traditional variance reporting provides little or no insight into why the variance occurred. All we are shown is that we spent either more or less than we planned, with the assumption that any variance where we spent less than plan (stayed under budget) is good, and any variance where we spent more than plan (went budget) is bad. For example, in Figure 1.1 actual costs are higher than budgeted costs. Other than potentially knowing what expense categories contributed to the variance, little intelligence is available. This lack of information can handcuff the key decision-makers in an organization, causing decisions to be reactive and heavily assumption-based. However, if the variance reporting is based on an activity-based view, we gain some insight into the cause of the variance. Instead of lump sums, we may see that the additional costs were incurred specifically as a result of a shift in product mix, or a drop in productivity costs. Armed with DVA, we can begin to develop the storyline behind the variances in terms of overall performance of the business. In the same example as above, we may find a very different story (Figure 1.2). Productivity costs and associated variable costs have declined, potentially related to improvement initiatives. At the same time, an increase in demand and an apparent shift in product mix have offset these variances. On the surface, the variance appeared to be a problem-we're over budget. But with DVA, we see that we're actually working more efficiently, and the overage is the result of an unpredicted increase in business. The questions and decisions that are now generated from this analysis become much more strategic. Beginning with an activity-based view of the variances, DVA allows us to identify and examine all the possible causes of a variance. This analysis can be applied to any dimension of the activity-based costing model-- product, service, customer, channel or activity, as well as revenue. VARIANCE COMPONENTS First, variable costs are broken down into components that are analyzed to determine which of the following caused the variance: Variable-Rate The impact of changes in the core unit cost (excluding salaries and wages) This isolates the variances in expense categories, such as materials, stationary and supplies, telecom, and data processing related to producing a product, providing a service, supporting a customer or performing a business activity (i. …" @default.
• W185647585 created "2016-06-24" @default.
• W185647585 creator A5012600324 @default.
• W185647585 date "1999-01-01" @default.
• W185647585 modified "2023-09-23" @default.
• W185647585 title "Diagnostic Variance Analysis" @default.
• W185647585 hasPublicationYear "1999" @default.
• W185647585 type Work @default.
• W185647585 sameAs 185647585 @default.
• W185647585 citedByCount "1" @default.
• W185647585 crossrefType "journal-article" @default.
• W185647585 hasAuthorship W185647585A5012600324 @default.
• W185647585 hasConcept C10138342 @default.
• W185647585 hasConcept C121955636 @default.
• W185647585 hasConcept C144133560 @default.
• W185647585 hasConcept C162324750 @default.
• W185647585 hasConcept C162853370 @default.
• W185647585 hasConcept C175444787 @default.
• W185647585 hasConcept C181622380 @default.
• W185647585 hasConcept C196083921 @default.
• W185647585 hasConcept C21547014 @default.
• W185647585 hasConceptScore W185647585C10138342 @default.
• W185647585 hasConceptScore W185647585C121955636 @default.
• W185647585 hasConceptScore W185647585C144133560 @default.
• W185647585 hasConceptScore W185647585C162324750 @default.
• W185647585 hasConceptScore W185647585C162853370 @default.
• W185647585 hasConceptScore W185647585C175444787 @default.
• W185647585 hasConceptScore W185647585C181622380 @default.
• W185647585 hasConceptScore W185647585C196083921 @default.
• W185647585 hasConceptScore W185647585C21547014 @default.
• W185647585 hasIssue "3" @default.
• W185647585 hasLocation W1856475851 @default.
• W185647585 hasOpenAccess W185647585 @default.
• W185647585 hasPrimaryLocation W1856475851 @default.
• W185647585 hasRelatedWork W146183433 @default.
• W185647585 hasRelatedWork W1906386779 @default.
• W185647585 hasRelatedWork W20993663 @default.
• W185647585 hasRelatedWork W2145134566 @default.
• W185647585 hasRelatedWork W2269897882 @default.
• W185647585 hasRelatedWork W233900166 @default.
• W185647585 hasRelatedWork W2344847193 @default.
• W185647585 hasRelatedWork W2441188255 @default.
• W185647585 hasRelatedWork W247806340 @default.
• W185647585 hasRelatedWork W252475643 @default.
• W185647585 hasRelatedWork W254168298 @default.
• W185647585 hasRelatedWork W2616316256 @default.
• W185647585 hasRelatedWork W2918073646 @default.
• W185647585 hasRelatedWork W3021875524 @default.
• W185647585 hasRelatedWork W3044914058 @default.
• W185647585 hasRelatedWork W321698945 @default.
• W185647585 hasRelatedWork W621611195 @default.
• W185647585 hasRelatedWork W69466148 @default.
• W185647585 hasRelatedWork W845289009 @default.
• W185647585 hasRelatedWork W2288147488 @default.
• W185647585 hasVolume "12" @default.
• W185647585 isParatext "false" @default.
• W185647585 isRetracted "false" @default.
• W185647585 magId "185647585" @default.
• W185647585 workType "article" @default.