Zusammenfassung
The Controlling Concept:
A guide to controlling, and how to adopt controlling effectively in business practice. This book describes, by means of the “House of Controlling”, how you can effectively implement controlling in your business practice. For instance, it clarifies the following questions:
What is the heart of the controlling concept?
Which subject areas are covered by an effective controlling system?
What does state-of-the-art controlling look like?
By what measures can the success of controlling be determined?
How can the effectiveness and efficiency of controlling be improved?
How is controlling continuing to develop?
Chapters are supplemented by organisational checklists and business practice examples, drawn from Horváth & Partners’ many years of experience developing and implementing controlling concepts at home and abroad.
Horváth & Partners is one of Germany’s foremost international consulting firms with core competencies in business management and performance optimisation, and for years has held the top spot in all rankings for Controlling and Finance.
Abstract
The Controlling Concept:
A guide to controlling, and how to adopt controlling effectively in business practice. This book describes, by means of the “House of Controlling”, how you can effectively implement controlling in your business practice. For instance, it clarifies the following questions:
What is the heart of the controlling concept?
Which subject areas are covered by an effective controlling system?
What does state-of-the-art controlling look like?
By what measures can the success of controlling be determined?
How can the effectiveness and efficiency of controlling be improved?
How is controlling continuing to develop?
Chapters are supplemented by organisational checklists and business practice examples, drawn from Horváth & Partners’ many years of experience developing and implementing controlling concepts at home and abroad.
Horváth & Partners is one of Germany’s foremost international consulting firms with core competencies in business management and performance optimisation, and for years has held the top spot in all rankings for Controlling and Finance.
- 75–108 3. Strategic Planning 75–108
- 159–182 6. Management Reporting 159–182
- 183–200 7. IT System 183–200
- 231–250 9. Governance 231–250
- 251–264 10. Trends 251–264
6 Treffer gefunden
- „... value chain appropriately to suit the changing environment. How is the “House of Controlling ...” „... customers? 2. What benefits do we offer our customers? 3. Which value chain do we use to produce our goods ...” „... context factors Value proposition Value chain Revenue mechanism How is value generated? What are we ...”
- „... allocates the main operative E-Business applications to the different stages of the value chain. SCM ...” „... value (Kemper, Lee 2002, p. 14) ChainValue Goods and information Supplier Company Customer E-Business ...” „... [eBusiness & eCommerce: Management of the Digital Value Chain], 3rd ed., Berlin 2012 or Krcmar, H. (2015 ...”
- „... value chain Area of action: Product offering Specific strategy: Focus on management of Eurodisney ...” „... solutions provider; global, recognised, successful Streamlining of value chain Standardise and modularise ...” „... identified based on the value lever model and sensitivity analyses presented. These are directly ...”
- „... Purchasing Services Value chain Company codes CC 1 CC 2 CC 3 CC 4 CC 5 Databases/ subsystems Bank ...” „... approach) Strategic Financial Management (enterprise value-oriented approach) Fig. 5.4: Development stages ...” „... strategic stage of Financial Management is dominated by the aim of sustainably increasing company value ...”
- „... (variance analyse and comment) Assessment to be performed by management and actions initiated Level 1 ...” „... Compile reports (variance analyse/comment) As the process-orientated Controlling organisation has to be ...” „... . e. advising internal customers and managers (e. g. risk analyses). Activities and processes ...”
- „... the different steps of the value chain. This should be based on the targets, and on any bottlenecks ...” „... means focusing all of a company’s activities on value-adding corporate targets. In the US, this is ...” „... value-adding targets can only reasonably be planned alongside the required actions. Literature offers ...”