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Karteikarten

Controlling

Maria Paula Laguna Spanisch 26 Karten

Karten in diesem Stapel (26)

  1. 1DEFINITION OF CONTROLLINGProcess of planning, analyzing and controlling the activities and forces to support the management of a company.
  2. 2CHARACTERISTICS OF CONTROLLINGThey help managers to
    -Carry out their work
    -Put strategy into practice
    -make profits and avoid losses
    -Ensure transparency of the business and
    -Contribute to its economic effectiveness
  3. 3DUTIES OF CONTROLLING1. Information supply
    1. Reaction oriented
    3. Decision support
    4. Future oriented
    5. Strategy and goals
  4. 4FUNCTIONS OF CONTROLLING1. Management function: support
    2. Service function: provide info and advice
    3. Cross sectional function: increase effectiveness across all areas of company
  5. 5CORE ELEMENTS OF CONTROLLING1. Early detection system: predict possible problems
    2. Management tool: optimize and coordinate management decisions
    3. Continuous learning process: adjust, adapt, and process of new info
  6. 6PHILOSOPHY OF CONTROLLING1. oriented to present and future
    2. economical conscience of the company
    3. Is individually experienced
    4. Needs motivated people
  7. 7OPERATIVE CONTROLLING1.Short term
    2. Quantitative information
    3. Results oriented
    4. yearly success - liquidity
    5. Plans the actual performance (costs and returns)
    6. Controls budget, production and performance
    7. plan is comparison
    8. break even analysis, contribution margin
    9. specific departments
    10. support the manager
    11. basis for strategic controlling
  8. 8STRATEGIC CONTROLLING1. Long term
    2. Qualitative information
    3. Control of today and the future.
    4. Future success
    5. plans the potential performance to be developed
    6. Adjusts operational goals to strategic potential of the company
    7. comparison of strategic and operational planning
    8. Swot analysis, portfolio analysis
    9. Whole company
    10. Takes part in the management level (board of directors)
    11. is the frame in which operative controlling acts.
  9. 9DEFINITION OF PORTFOLIO ANALYSISTool to provide strategic orientation to controllers units and to predict the future. It helps to discover the potential success of a company in a very accurate way.
  10. 10BUSINESS FIELDS OF PORTFOLIO ANALYSIS1. Costumers
    2. Products
    3.Technologies
    4. Selling channels
    The optimal mix of strategic decisions makes the unique strategy
  11. 11DEFINITION OF EXPERIENCE CURVEIs the relationship between costs of production and production quantity.
    The production costs declines when production quantity increases.
    Its aim is to explain the cost behavior over time.
  12. 12DEFINITION OF PRODUCT CYCLEDescribes the stages a product goes trough, from its initial development until its removal from the market when sales declines.
  13. 13STAGES OF PRODUCTION CYCLE1. Development
    2. Introduction
    3. Growth
    4. Maturity
    5. Saturation
    6. Decline
  14. 14DEFINITION OF BCG GROWTH SHARE MIXA portfolio to help the company to analyze its business units, that is its product lines. This is useful for the company to allocate resources.
    More market share results in more cash
  15. 15RELATIVE MARKET SHAREIt refers to a share of a given market compared to the sum of the market shares from the three biggest competitors.
    brand's market share / largest competitor's market share
    *100
  16. 16MARKET GROWTH RATEIs the real enlargement of a market volume over time.
    market unit sales in current year / market unit sales in previous years
    *100
  17. 17CLASSIFICATION OF PORTFOLIO ANALYSIS-Questions marks
    -Stars
    -Cash Cows
    -Poor dogs
  18. 18COSTS AND CHARACTERISTICSAmount that has to be paid or given up to get something
    1. It should be identified with the product to be consumed.
    2. The aim is that the company develops and offer consumer goods.
    3. Every company is free to assign a value, depending on its accounting values.
  19. 19COST UNITUnit of product or service for which cost is computed
  20. 20FIX COSTSCosts independent of output and remain constant
  21. 21VARIABLE COSTSVary with output and increase in relation to labor and capital
  22. 22DIRECT COSTSExpense traced directly to a specific cost object.
  23. 23INDIRECT COSTSAre needed to operate the business as a whole
  24. 24CONTRIBUTION MARGIN (Deckungsbeitrag)Measures how growth in sales translates in growth in profits
    SALES - VARIABLE COSTS
    FIX COSTS + PROFITS
  25. 25BREAK EVEN ANALYSISIs the point of balance making neither profit nor loss. Point at which revenues and costs are equal.
    FIX COSTS / DECKUNGSBEITRAG
  26. 26PARTIAL COST CALCULATION (TEILKOSTENRECHNUNG)

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Karteikarten am Controlling, erstellt von Maria Paula Laguna am 01/09/2016.
Erstellt von
Maria Paula Laguna
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