Arthur Andersen's Global Lessons in Activity-Based Management
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More About This Title Arthur Andersen's Global Lessons in Activity-Based Management
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STEVE PLAYER, CPA, a partner and firm-wide director of cost management for Arthur Andersen, develops activity-based management systems, and provides leadership for industry and professional groups. His clients include the Covey Leadership Center, Hewlett-Packard, Texas Instruments, NordicTrack, American Express, Rhone-Poulenc Rorer, Chemical Leaman, and Tyson Foods. An author of three books, Steve serves on the board of directors and as treasurer for the Consortium for Advanced Manufacturing-International (CAM-I). In addition, Steve serves as a resource for publications, including Investor's Business Daily, Forbes, Business Finance Magazine, Financial World, Global Finance, and International Journal of Strategic Cost Management.
ROBERTO LACERDA, CPA, a partner and cost management coordinator for Arthur Andersen in Latin America, develops activity-based management systems and serves as the Latin American director for the products industry. His clients include Acesita, Cosipa, Multibrás, Johnson & Johnson, Gerdau Group, and Banco Real. He has also written many articles for various Brazilian business publications and is coauthor of the Brazilian edition of Arthur Andersen's Activity-Based Management: Lessons from the ABM Battlefield.
ROBERTO LACERDA, CPA, a partner and cost management coordinator for Arthur Andersen in Latin America, develops activity-based management systems and serves as the Latin American director for the products industry. His clients include Acesita, Cosipa, Multibrás, Johnson & Johnson, Gerdau Group, and Banco Real. He has also written many articles for various Brazilian business publications and is coauthor of the Brazilian edition of Arthur Andersen's Activity-Based Management: Lessons from the ABM Battlefield.
English
FOUNDATIONS AND TRENDS IN ACTIVITY-BASED MANAGEMENT.
Tools and Techniques for Implementing Activity-Based Management (R. Holst & R. Savage).
Best Practices in Activity-Based Management (M. Kolb & J. Donnelly).
Convergence of Enterprise Software on Activity-Based Costing (S. Player & C. Marx).
Developing Corporate Reporting Solutions (D. Sparacino, et al.).
GLOBAL CASE STUDIES.
Identifying the Cost of Services and Determining Customer Profitability Using Activity-Based Management: (J. de Araújo, et al.).
Telecommunications-Facing the Challenges of Competition with Activity-Based Costing (C. Rocha, et al.).
Achieving Strategic and Operational Excellence with Activity-Based Costing (R. Lacerda, et al.).
Modeling for Answers with Activity-Based Costing (M. Maisonneuve & S. Mercier).
Improving Profitability Through Better Decision Making (A. Peretz & J. Anderlic).
Utilizing Activity-Based Management for Shared Services' Chargebacks (M. Max & C. Cobble).
Improving Profitability with Activity-Based Management (I. Lacombe, et al.).
Using Activity-Based Management to Support Performance Measures and Economic Value Added (F. Silva & G. Vega).
Improving Profitability and Client Relations with Cost Management (O. Meltzer & H. ter Meulen).
Activity-Based Management Turns a Telephone Monopoly into a Market-Based Competitor (P. Salgado, et al.).
Making the Right Decisions with Activity-Based Management (M. Behrenwald & C. Cobble).
Customer and Product Profitability (S. Smith & J. Castille).
Strategic Use of Activity-Based Management to Determine Product Profitability (A. Marchus & J. Collins).
Uncovering Opportunities to Improve the Business with Activity-Based Costing/Management (J. Collins, et al.).
Summary.
Appendix.
Vignette.
Glossary.
Index.
Tools and Techniques for Implementing Activity-Based Management (R. Holst & R. Savage).
Best Practices in Activity-Based Management (M. Kolb & J. Donnelly).
Convergence of Enterprise Software on Activity-Based Costing (S. Player & C. Marx).
Developing Corporate Reporting Solutions (D. Sparacino, et al.).
GLOBAL CASE STUDIES.
Identifying the Cost of Services and Determining Customer Profitability Using Activity-Based Management: (J. de Araújo, et al.).
Telecommunications-Facing the Challenges of Competition with Activity-Based Costing (C. Rocha, et al.).
Achieving Strategic and Operational Excellence with Activity-Based Costing (R. Lacerda, et al.).
Modeling for Answers with Activity-Based Costing (M. Maisonneuve & S. Mercier).
Improving Profitability Through Better Decision Making (A. Peretz & J. Anderlic).
Utilizing Activity-Based Management for Shared Services' Chargebacks (M. Max & C. Cobble).
Improving Profitability with Activity-Based Management (I. Lacombe, et al.).
Using Activity-Based Management to Support Performance Measures and Economic Value Added (F. Silva & G. Vega).
Improving Profitability and Client Relations with Cost Management (O. Meltzer & H. ter Meulen).
Activity-Based Management Turns a Telephone Monopoly into a Market-Based Competitor (P. Salgado, et al.).
Making the Right Decisions with Activity-Based Management (M. Behrenwald & C. Cobble).
Customer and Product Profitability (S. Smith & J. Castille).
Strategic Use of Activity-Based Management to Determine Product Profitability (A. Marchus & J. Collins).
Uncovering Opportunities to Improve the Business with Activity-Based Costing/Management (J. Collins, et al.).
Summary.
Appendix.
Vignette.
Glossary.
Index.
