Subject category:
Finance, Accounting and Control
Published by:
Harvard Business Publishing
Version: 22 April 1997
Length: 17 pages
Data source: Field research
Abstract
A British bank with strong roots in the cooperative movement encounters declining profitability in an increasingly competitive and deregulated financial services industry. It attempts to grow by broadening its customer base and increasing the range of products and services offered. It turns to activity-based costing as part of its reengineering effort to learn more about the process and product costs and customer profitability, and contemplates what actions to take based on this new information.
Subject category:
Finance, Accounting and Control
Published by:
Harvard Business Publishing
Length: 5 pages
About
Abstract
A British bank with strong roots in the cooperative movement encounters declining profitability in an increasingly competitive and deregulated financial services industry. It attempts to grow by broadening its customer base and increasing the range of products and services offered. It turns to activity-based costing as part of its reengineering effort to learn more about the process and product costs and customer profitability, and contemplates what actions to take based on this new information.
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Subject category:
Finance, Accounting and Control
Published by:
Harvard Business Publishing
Length: 5 pages