The Experts below are selected from a list of 88398 Experts worldwide ranked by ideXlab platform

Girard Clément - One of the best experts on this subject based on the ideXlab platform.

  • Lufthansa : Case Study : Finance
    'Australian Journal of Information Systems', 2018
    Co-Authors: Bouazza Mohammed Amine, Ben Yahia Othmane, Girard Clément
    Abstract:

    FinanceLufthansa is a Deutsch airlines group created in 1926 and it is based in Cologne. With its 550 subsidiaries, its 648 fleets and its 104,9 million passengers carried, the group is the European leader and the third group in the world. Its shareholding is overwhelmingly German and top management is made up of people who have made their careers in the group, such as Carsten Spohr, CEO. The mission of the group is “to be the first choice in aviation for customers, employees, partners and shareholders”. For this, the group decided to strengthen its airlines network, the point-to-point airlines transportation and the aviation services. The objectives of this strategy are to improve margins and build profitable growth. Thus, each Strategic Activity (passenger transport, MRO, logistics, catering) serves to realize the vision of enterprise. Offering 301 destinations in more than 100 countries, the group is influenced by the international context. The low prices of oil, the opening of Asian markets and the development of low-cost were all opportunities that the group has seized. Otherwise, the increase in the number of mainly Eastern competitors, the aggressiveness of low-cost airlines and the political uncertainty were threats that the group had to manage. Nevertheless, the market is growing strongly, +40% in a decade. The group enjoys good financial health. With a turnover of 31.6 million Euros, the group increases its margin rate to 7%, which is the average low of the sector. This improvement is due to a restructuring of the group, that has reduced fixed costs. The group creates benefits that requires investment, which is done mainly through a steady negative working capital around 4 million Euros. However, the low-cost Activity Eurowings, which is still in deficit, alters the effectiveness of the group. Asset turnover decreased by 20% in three years. To finance its investments, the group uses less and less debt. Its debt represents 38% of equity. Moreover, all the ratios show that Lufthansa bankruptcy is unlikely. For example, the current ratio is equal to 0,93 in 2016. Finally, the group sees its profitability greatly increased. Its operational activities generate 17% of return on capital employed. In three years, this ratio was doubled. But the return on equity decreased lightly. The stock market analysis reflects the health of the group. It is mature and stable. But, because of the low-cost competitors and the risk of social movements, the market capitalization decreased by 10%, even if the market undervalues the book value of the group

Robin Cooper - One of the best experts on this subject based on the ideXlab platform.

  • cost effect using integrated cost systems to drive profitability and performance
    1997
    Co-Authors: Robert S Kaplan, Robin Cooper
    Abstract:

    Preface 1. Introduction: Cost and Performance Management Systems 2. Four-Stage Model for Designing Cost and Performance Measurement Systems 3. Stage II: Standard Cost and Flexible Budgeting Systems Appendix: GPK Cost System 4. Stage III Systems for Learning and Improvement: Upgrading and Supplementing Standard Cost Systems 5. Stage III Systems for Learning and Improvement: Kaizen Costing and Pseudo-Profit Centers 6. Activity-Based Costing: Introduction Appendix: ABC Activity and Process Dictionary 7. Measuring the Cost of Resource Capacity 8. Activity-Based Management: Operational Applications Appendix: Value- and Non-Value-Added Activities 9. Strategic Activity-Based Management: Product Mix and Pricing 10. Strategic Activity-Based Management: Customers 11. Strategic Activity-Based Management: Supplier Relationships and Product Development Appendix: Target Costing 12. ABC in Service Industries 13. Extending Activity-Based Cost Systems 14. Stage IV: Integrating ABC with Enterprise-Wide Systems 15. Stage IV: Using ABC for Budgeting and Transfer Pricing Notes Index About the Authors

  • cost effect using integrated cost systems to drive profitability and performance
    1997
    Co-Authors: Robert S Kaplan, Robin Cooper
    Abstract:

    Preface 1. Introduction: Cost and Performance Management Systems 2. Four-Stage Model for Designing Cost and Performance Measurement Systems 3. Stage II: Standard Cost and Flexible Budgeting Systems Appendix: GPK Cost System 4. Stage III Systems for Learning and Improvement: Upgrading and Supplementing Standard Cost Systems 5. Stage III Systems for Learning and Improvement: Kaizen Costing and Pseudo-Profit Centers 6. Activity-Based Costing: Introduction Appendix: ABC Activity and Process Dictionary 7. Measuring the Cost of Resource Capacity 8. Activity-Based Management: Operational Applications Appendix: Value- and Non-Value-Added Activities 9. Strategic Activity-Based Management: Product Mix and Pricing 10. Strategic Activity-Based Management: Customers 11. Strategic Activity-Based Management: Supplier Relationships and Product Development Appendix: Target Costing 12. ABC in Service Industries 13. Extending Activity-Based Cost Systems 14. Stage IV: Integrating ABC with Enterprise-Wide Systems 15. Stage IV: Using ABC for Budgeting and Transfer Pricing Notes Index About the Authors

Bouazza Mohammed Amine - One of the best experts on this subject based on the ideXlab platform.

  • Lufthansa : Case Study : Finance
    'Australian Journal of Information Systems', 2018
    Co-Authors: Bouazza Mohammed Amine, Ben Yahia Othmane, Girard Clément
    Abstract:

    FinanceLufthansa is a Deutsch airlines group created in 1926 and it is based in Cologne. With its 550 subsidiaries, its 648 fleets and its 104,9 million passengers carried, the group is the European leader and the third group in the world. Its shareholding is overwhelmingly German and top management is made up of people who have made their careers in the group, such as Carsten Spohr, CEO. The mission of the group is “to be the first choice in aviation for customers, employees, partners and shareholders”. For this, the group decided to strengthen its airlines network, the point-to-point airlines transportation and the aviation services. The objectives of this strategy are to improve margins and build profitable growth. Thus, each Strategic Activity (passenger transport, MRO, logistics, catering) serves to realize the vision of enterprise. Offering 301 destinations in more than 100 countries, the group is influenced by the international context. The low prices of oil, the opening of Asian markets and the development of low-cost were all opportunities that the group has seized. Otherwise, the increase in the number of mainly Eastern competitors, the aggressiveness of low-cost airlines and the political uncertainty were threats that the group had to manage. Nevertheless, the market is growing strongly, +40% in a decade. The group enjoys good financial health. With a turnover of 31.6 million Euros, the group increases its margin rate to 7%, which is the average low of the sector. This improvement is due to a restructuring of the group, that has reduced fixed costs. The group creates benefits that requires investment, which is done mainly through a steady negative working capital around 4 million Euros. However, the low-cost Activity Eurowings, which is still in deficit, alters the effectiveness of the group. Asset turnover decreased by 20% in three years. To finance its investments, the group uses less and less debt. Its debt represents 38% of equity. Moreover, all the ratios show that Lufthansa bankruptcy is unlikely. For example, the current ratio is equal to 0,93 in 2016. Finally, the group sees its profitability greatly increased. Its operational activities generate 17% of return on capital employed. In three years, this ratio was doubled. But the return on equity decreased lightly. The stock market analysis reflects the health of the group. It is mature and stable. But, because of the low-cost competitors and the risk of social movements, the market capitalization decreased by 10%, even if the market undervalues the book value of the group

Paula Jarzabkowski - One of the best experts on this subject based on the ideXlab platform.

  • Strategic practices an Activity theory perspective on continuity and change
    Journal of Management Studies, 2003
    Co-Authors: Paula Jarzabkowski
    Abstract:

    This paper draws upon Activity theory- to analyse an empirical investigation of the micro practices of strategy in three UK universities. Activity theory provides a framework of four interactive components from which strategy emerges; the collective structures of the organization, the primary actors, in this research conceptualized as the top management team (TMT), the practical activities in which they interact and the Strategic practices through which interaction is conducted. Using this framework, the paper focuses specifically on the formal Strategic practices involved in direction setting, resource allocation, and monitoring and control. These Strategic practices arc associated with continuity of Strategic Activity in one case study but are involved in the reinterpretation and change of Strategic Activity in the other two cases. We model this finding into Activity theory-based typologies of the cases that illustrate the way that practices either distribute shared interpretations or mediate between contested interpretations of Strategic Activity. The typologies explain the relationships between Strategic practices and continuity and change of strategy as practice. The paper concludes by linking Activity theory to wider change literatures to illustrate its potential as an integrative methodological framework for examining the subjective and emergent processes through which Strategic Activity is constructed. © Blackwell Publishing Ltd 2003.

Robert S Kaplan - One of the best experts on this subject based on the ideXlab platform.

  • cost effect using integrated cost systems to drive profitability and performance
    1997
    Co-Authors: Robert S Kaplan, Robin Cooper
    Abstract:

    Preface 1. Introduction: Cost and Performance Management Systems 2. Four-Stage Model for Designing Cost and Performance Measurement Systems 3. Stage II: Standard Cost and Flexible Budgeting Systems Appendix: GPK Cost System 4. Stage III Systems for Learning and Improvement: Upgrading and Supplementing Standard Cost Systems 5. Stage III Systems for Learning and Improvement: Kaizen Costing and Pseudo-Profit Centers 6. Activity-Based Costing: Introduction Appendix: ABC Activity and Process Dictionary 7. Measuring the Cost of Resource Capacity 8. Activity-Based Management: Operational Applications Appendix: Value- and Non-Value-Added Activities 9. Strategic Activity-Based Management: Product Mix and Pricing 10. Strategic Activity-Based Management: Customers 11. Strategic Activity-Based Management: Supplier Relationships and Product Development Appendix: Target Costing 12. ABC in Service Industries 13. Extending Activity-Based Cost Systems 14. Stage IV: Integrating ABC with Enterprise-Wide Systems 15. Stage IV: Using ABC for Budgeting and Transfer Pricing Notes Index About the Authors

  • cost effect using integrated cost systems to drive profitability and performance
    1997
    Co-Authors: Robert S Kaplan, Robin Cooper
    Abstract:

    Preface 1. Introduction: Cost and Performance Management Systems 2. Four-Stage Model for Designing Cost and Performance Measurement Systems 3. Stage II: Standard Cost and Flexible Budgeting Systems Appendix: GPK Cost System 4. Stage III Systems for Learning and Improvement: Upgrading and Supplementing Standard Cost Systems 5. Stage III Systems for Learning and Improvement: Kaizen Costing and Pseudo-Profit Centers 6. Activity-Based Costing: Introduction Appendix: ABC Activity and Process Dictionary 7. Measuring the Cost of Resource Capacity 8. Activity-Based Management: Operational Applications Appendix: Value- and Non-Value-Added Activities 9. Strategic Activity-Based Management: Product Mix and Pricing 10. Strategic Activity-Based Management: Customers 11. Strategic Activity-Based Management: Supplier Relationships and Product Development Appendix: Target Costing 12. ABC in Service Industries 13. Extending Activity-Based Cost Systems 14. Stage IV: Integrating ABC with Enterprise-Wide Systems 15. Stage IV: Using ABC for Budgeting and Transfer Pricing Notes Index About the Authors