B112010 Activity Based Costing (ABC) 17 May 2010 – 28 May 2010; Stockholm, Sweden

B212010   Balanced Scorecard 31 May 2010 – 11 June 2010; Stockholm, Sweden

B312010 Process Management (PM) 14 June 2010 – 25 June 2010; Stockholm, Sweden

B412010 Activity Based Costing (ABC) and Balanced Scorecard (BSC) 17 May 2010 – 11 June 2010; Stockholm, Sweden

B512010 Activity Based Costing (ABC) and Process Management (PM) 17 May 2010 – 11 June 2010; Stockholm, Sweden

B612010 Balanced Scorecard (BSC) and Process Management (PM) 31 May 2010 – 25 June 2010; Stockholm, Sweden

B712010 Activity Based Costing (ABC), Balanced Scorecard (BSC) and Process Management (PM) 17 May 2010 – 25 June 2010; Stockholm, Sweden

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Course fees including board and lodging

Course Details:

Course number B112010 – Activity Based Costing (ABC)

Duration: 17 May 2010 – 28 May 2010

Place: Stockholm, Sweden

Aim of the course:

To give course participants cutting-edge knowledge on Activity Based Costing (ABC) that can enable them to implement ABC successfully in their Banks.

Introduction:

Acquire cutting-edge knowledge to manage a Bank effectively.

In a cut-throat competition to win you need cutting-edge knowledge on sound business management approaches. Successful implementation of sound business management approaches will provide a decision-maker with relevant, accurate and timely information for making cutting-edge decisions for an efficient and effective management of a Bank.

In a Bank there should be a need to know among others answers to the following questions:

  • How much does each product/service cost?
  • What is the profitability of each product/service?
  • What are the cost-drivers?

Through a successful implementation of an ABC approach, the questions above can be addressed. An ABC approach enables an accurate allocation of costs to products/services. Hence, with accurate information on the cost of each product/service an accurate calculation of the profitability of each product/service can be done. Accurate information on the profitability of each product/service can be used to analyse the profitability of each product/service and may lead to actions such as implementing competitive and winning pricing strategies and product-mix strategies that can improve product/service profitability.

Moreover, a successful implementation of an ABC approach identifies cost-drivers. Knowledge on cost-drivers such as double-work and IT system shortcomings can result in implementing actions that can eliminate cost-drivers and reduce costs. Further, the elimination of cost-drivers such as those mentioned above can improve the services provided to customers. Improved customer services may lead to customer satisfaction that has an impact on revenues. Thus, an elimination of cost-drivers can decrease costs, increase revenues and improve the profitability of products and services.

The course will clarify why ABC is vital in the management of Banks. ABC will be defined and thorough description of ABC models will be presented. Moreover, course participants will be exposed to a number of ABC implementation cases in Banks. Further, practical work on ABC will equip course participants with knowledge to implement ABC successfully in their Banks. In addition course participants will be trained to handle modern IT systems that enable an effective implementation and management of ABC in Banks.

Course number B212010 – Balanced Scorecard (BSC)

Duration: 31 May 2010 – 11 June 2010

Place: Stockholm, Sweden

Aim of the course:

To give course participants cutting-edge knowledge on Balanced Scorecard (BSC) that can enable them to implement BSC successfully in their Banks.

Introduction:

Acquire cutting-edge knowledge to manage a Bank effectively.

In a cut-throat competition to win you need cutting-edge knowledge on sound business management approaches. Successful implementation of sound business management approaches will provide a decision-maker with relevant, accurate and timely information for making cutting-edge decisions for an efficient and effective management of a Bank.

A decision-maker in a Bank should need to know among others answers to the following questions:

  • What information is vital for an effective management of a Bank?
  • How shall the information be obtained?
  • How shall the information be used?

The BSC course shall address the questions above among others. Decision-makers in a Bank should be equipped with cutting-edge information to be able to make cutting-edge decisions and manage effectively. The information should be relevant, accurate and timely. To obtain information that is relevant, accurate and timely one should among others address sound business management approaches, sound IT systems and sound processes. Having relevant, accurate and timely information is great; knowing how to use the information is greater. Decision-makers should acquire cutting-edge knowledge on how to use information to manage effectively.

The course will clarify why BSC is vital in the management of a Bank. BSC will be defined and thorough description of BSC models will be presented. Moreover, course participants will be exposed to a number of BSC implementation cases in Banks. Further, practical work on BSC will equip course participants with knowledge to implement BSC successfully in their Banks. In addition course participants will be trained to handle modern IT systems that enable an effective implementation and management of BSC in Banks.

Course number B312010 – Process Management (PM)

Duration: 14 June 2010 – 25 June 2010

Place: Stockholm, Sweden

Aim of the course:

To give course participants cutting-edge knowledge on Process Management (PM) that can enable them to implement PM successfully in their Banks.

Introduction:

Acquire cutting-edge knowledge to manage a Bank effectively.

In a cut-throat competition to win you need cutting-edge knowledge on sound business management approaches. Successful implementation of sound business management approaches will provide a decision-maker with relevant, accurate and timely information for making cutting-edge decisions for an efficient and effective management of a Bank.

A Bank should need to know among others answers to the following questions:

  • What processes are imperative for an effective management of a Bank?
  • How shall the processes be designed?
  • How shall the processes be managed?

The questions above among others will be addressed in the PM course.

Customer satisfaction is vital for survival and better profitability. Hence, customer-driven processes should be addressed. The design of processes should among others see to it that: processes are cost-efficient, processes can satisfy the needs of customers and increase revenues and consequently improve profitability. An effective management of processes is vital, thus, factors that have an impact on an effective management of processes such as process-specific performance goals, IT systems, employee competence and motivation should be addressed.

The course will clarify why PM is vital in the management of a Bank. PM will be defined and thorough description of PM models will be presented. Moreover, course participants will be exposed to a number of PM implementation cases in Banks. Further, practical work on PM will equip course participants with knowledge to implement PM successfully in their Banks. In addition course participants will be trained to handle modern IT systems that enable an effective implementation and management of PM in Banks.

Course number: B412010 Activity Based Costing (ABC) and Balanced Scorecard (BSC)

Duration: 17 May 2010 – 11 June 2010

Place: Stockholm, Sweden

Aim of the course:

See information on Activity Based Costing (ABC) and Balanced Scorecard (BSC) above.

Introduction:

See information on Activity Based Costing (ABC) and Balanced Scorecard (BSC) above.

Course number: B512010 Activity Based Costing (ABC) and Process Management (PM)

Duration: 17 May 2010 – 11 June 2010

Place: Stockholm, Sweden

Aim of the course:

See information on Activity Based Costing (ABC) and Process Management (PM) above.

Introduction:

See information on Activity Based Costing (ABC) and Process Management (PM) above.

Course number: B612010 – Balanced Scorecard (BSC) and Process Management (PM)

Duration: 31 May 2010 – 25 June 2010

Place: Stockholm, Sweden

Aim of the course:

See information on Balanced Scorecard (BSC) and Process Management (PM) above.

Introduction:

See information on Balanced Scorecard (BSC) and Process Management (PM) above.

Course number: B712010 Activity Based Costing (ABC), Balanced Scorecard (BSC) and Process Management (PM)

Duration: 17 May 2010 – 25 June 2010

Place: Stockholm, Sweden

Aim of the course:

See information on Activity Based Costing (ABC), Balanced Scorecard (BSC) and Process Management (PM) above.

Introduction:

See information on Activity Based Costing (ABC), Balanced Scorecard (BSC) and Process Management (PM) above.

Course fees including board and lodging

Course number: B112010

Activity Based Costing (ABC)

Duration: 17 May 2010 – 28 May 2010

Place: Stockholm, Sweden

Course fees including board and lodging: €10400

Course number: B212010

Balanced Scorecard (BSC)

Duration: 31 May 2010 – 11 June 2010

Place: Stockholm, Sweden

Course fees including board and lodging: €10400

Course number: B312010

Process Management (PM)

Duration: 14 June 2010 – 25 June 2010

Place: Stockholm, Sweden

Course fees including board and lodging: €10400

Course number: B412010

Activity Based Costing (ABC) and Balanced Scorecard (BSC)

Duration: 17 May 2010 – 11 June 2010

Place: Stockholm, Sweden

Course fees including board and lodging: €18200

Course number: B512010

Activity Based Costing (ABC) and Process Management (PM)

Duration: 17 May 2010 – 11 June 2010

Place: Stockholm, Sweden

Course fees including board and lodging: €18200

Course number: B612010

Balanced Scorecard (BSC) and Process Management (PM)

Duration: 31 May 2010 – 25 June 2010

Place: Stockholm, Sweden

Course fees including board and lodging: €18200

Course number: B712010

Activity Based Costing (ABC), Balanced Scorecard (BSC) and Process Management (PM)

Duration: 17 May 2010 – 25 June 2010

Place: Stockholm, Sweden

Course fees including board and lodging: €23400