Flashcards
CONTROLLING
Flashcards do conjunto (27)
- 1WHAT IS CONTROLLINGIt is the process of planning, analyzing and controlling activities and forces to support the management of a company or organization. It provides the management useful information for decision-making processes.
- 2DUTIES OF CONTROLLING- development and control of the company's strategy
-implementation of the company's goals
- transmission of important information to provide transparency in results, decisions, finances and processes
- support decisions taken by the management
future-oriented cross-sectional planning and management function - 3BASIC 3 ELEMENTS OF CONTROLLING1. early recognition system - to predict problems and develop information
2. management instrument - to optimize functions and coordinate management decisions
3. constant learning process - 4CLASSIFICATION OF COSTSFIXED - remain constant and are independent from the outputs
VARIABLE - vary with the output and generally rise as production increases and fall as production decreases
DIRECT: can be traced directly to a product
OVERHEADS: cost that relates to an operation as a whole and doesn't become an integral part of a good or service. - 5CONTRIBUTION MARGIN (DECKUNGSBEITRAG)It is defined as revenues minus variable expenses. The contribution margin reveals how much of a company's revenues will be contributing (after covering the variable expenses) to the company's fixed expenses and net income.
- 6BREAK EVEN POINTPoint at which costs and revenues are equal and there is no loss or gain. It is useful to calculate the margin of safety for a company based on the revenues and costs.
- 7PARTIAL COSTS CALCULATION (TEILKOSTENRECHNUNG)1. tool to decide between third party production or assuming new tasks inside the company.
2. helps to decide on closing a production line or service
3. tool to define an optimal production programme.
4, will the company take additional tasks with prices which lie under the sales price? Do they cover at least the variable costs? - 8PORTFOLIO ANALYSISTool to predict the future and to define the potential of a company. It is possible to create a new strategic business field based upon the combination of the following dimensions: CLIENTS, PRODUCTS, CUSTOMERS' NEEDS, TECHONOLOGIES and SELLING CHANNELS.
- 9EXPERIENCE CURVE (ERFAHRUNGSKURVE)Show the consistent relationship between the costs of production and the cumulative production quantity. The real value-added production cost declines by 20-30% for each doubling of production quantity.
- 10THE 6 STAGES OF A PRODUCT LIFECYLE MODEL1. development
2. introduction
3. growth
4. maturiry
5. saturation
6. decline - 11BCG GROWTH SHARE MATRIXportfolio planning model based on the observation that a company's business units can be classified into 4 categories based on the combination of MARKET GROWTH (attractiveness) AND MARKET SHARE (competitive advantage).
- 12STARSHIGH MARKET SHARE + HIGH MARKET GROWTH. Are cash generators and users and can generate profits to support other products.
- 13QUESTION MARKSLOW MARKET SHARE + HIGH MARKET GROWTH. They consume cash and hold low market share in a fast growing market.
- 14CASH COWSHIGH MARKET SHARE + LOW MARKET GROWTH. They generate more money than they consume and exist in established markets that reached maturity.
- 15POOR DOGSLOW MARKET SHARE + LOW MARKET GROWTH. Neither generate nor consume cash and offer little scope for profit-making.
- 16PHILOSOPHY OF CONTROLLINGa) oriented to the present and the future
b) promotes and needs efficient structures
c) must be created and experienced individually
d) needs motivated people - 17OPERATIVE - STRATEGIC TIMEshort-term (daily business) - logn.term (sustainable success)
- 18OPERATIVE - STRATEGIC INFORMATIONconcrete reporting based on quantitative info - strategic reporting based on qualitative info
- 19OPERATIVE - STRATEGIC GOALS - ORIENTATIONresults-oriented - adaptation to changes and control of today and the future.
- 20OPERATIVE - STRATEGIC PERIOD OF ACTIONyearly success (liquidity) - potential success in the future
- 21OPERATIVE - STRATEGIC PLANNINGplan the actual performance, through costs and returns - plan the potential for development through strategic planning
- 22OPERATIVE - STRATEGIC CONTROLLINGconrol of the budget, production and performance - adjusting operative goals to strategic potentials
- 23OPERATIVE - STRATEGIC ANALYSIS OF VARIANCEplan-is comparison - compare strategic and operative planning
- 24OPERATIVE - STRATEGIC TOOLSBreak Even Analysis, Contribution Margin - Portfolio Analysis, SWOT analysis
- 25OPERATIVE - STRATEGIC FIELD OF ACTIONparticular areas or departments in the company - the whole organization
- 26OPERATIVE - STRATEGIC MANAGEMENT LEVELsupporting the management level - taking part in the management/board of directors
- 27OPERATIVE - STRATEGIC RELATION OPER.-STRAT.operative controlling is the basis for strategic controlling - strategic controlling is the basis in which operative controlling executes actions.
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- Descrição
- FlashCards sobre CONTROLLING, criado por ESTEFANIA OLIVA em 30-08-2016.
- Criado por
- ESTEFANIA OLIVA · ago 2016
- Atualizado
- 6 set 2016
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