Cost Accounting & Management Control

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  1. Ingemosa CG1-149

    Ingeniería de Motores S. A. is a company that manufactures small engines for other manufacturers of gardening products.

    The case is dedicated to the possibility of externalizing a significant part of the manufacturing process to another company. Should they accept the offer of this supplier? How would this decision change if they could use the empty and unused space they have available?

    Academic Area:
    Cost Accounting & Management Control
  2. AM Asesores CG1-148

    This case goes into details of the profitability of the clients of AM Asesores. To resolve a never-ending argument between two departments, they decide to bring in an external third party who offers to alternatives to account and manage profitability in the company. The student will have to analyze the two options and argue for the one they consider best.

    Academic Area:
    Cost Accounting & Management Control
  3. El Control de Gestión Estratégico: Planificación Est … CG2-131

    Positive past results are less and less likely to produce positive results in the future. The success of a firm stands in its capacity to adapt to the environment at any given time and situation.

    As a consequence, the role of management control has changed significantly and continues to do so. Faced with the, basically financial, management control of the 80s and 90s, it has evolved to become more strategic, and capable of answering to a firms current capacity to generate revenue. This will be achieved only if we measure and control the selected strategic path, and depends also on the capability to constantly reframe that path, through constant and adaptive strategic planning for every moment and situation.

    Academic Area:
    Cost Accounting & Management Control
  4. El Hotel Terminus (B) CG1-130-B

    The “Terminus” Hotel, a 200-room facility, is located within the city walls of one of the most impressive medieval towns in Southern Europe. As consequence of poor management and old-fashioned interior design, the Hotel experienced slumping demand since 2001. In 2004, the Hotel was on the brink of bankruptcy.  In a sudden, these dark prospects turned into hopeful ones; the Hotel was located on a historic building and the regional authorities approached Mr. Leo D. Marcial, chair of the Chamber of Commerce, to mobilize local entrepreneurs in order to take over hotel ownership. 

    This part B analyzes a particular situation related to a couple of tour operators that propose to the hotel a regular booking of rooms per day, however at a discounted cost. This possibility was refused because of a recommendation of the accounting department, together with a later proposal with similar terms, though with a lesser discount. This short case offers information on fixed and variable costs and more information to analyze why management took this position so that the student can analyze it to agree or disagree on it.

    Academic Area:
    Cost Accounting & Management Control
  5. El Hotel Terminus (A) CG1-130-A

    The “Terminus” Hotel, a 200-room facility, is located within the city walls of one of the most impressive medieval towns in Southern Europe. As consequence of poor management and old-fashioned interior design, the Hotel experienced slumping demand since 2001. In 2004, the Hotel was on the brink of bankruptcy.  In a sudden, these dark prospects turned into hopeful ones; the Hotel was located on a historic building and the regional authorities approached Mr. Leo D. Marcial, chair of the Chamber of Commerce, to mobilize local entrepreneurs in order to take over hotel ownership. 

    This case presents the opportunity to do a profitability analysis of Hotel Terminus, which after a general renovation has once again opened its doors to guests. This analysis is motivated by poor results, that even though they were planned to be in red numbers, the losses are larger than expected. The hotel offers three distinct services: accommodation, restaurant and entertainment (flamenco).

    For the writing of this case, several bits of data have been modified to protect the identity of the company.

    Academic Area:
    Cost Accounting & Management Control
  6. white nights CG1-144

    In this practical case, students are presented with the challenge of evaluating the financial viability of an event for an art exhibit. Students are asked to determine the viability of the event given data, perform a break even analysis, calculate the maximum profit that can be generated, and consider the impact of segmenting the market based on ticket prices. This case serves well for putting general management accounting concepts into practice and gives students the opportunity to interpret analysis in a meaningful way.

    Academic Area:
    Cost Accounting & Management Control
  7. Balompié F.C. CG1-126

    The case spins around the administration of a football (soccer) team that has just recently reached the second tier. The administration is thinking of establishing an analytical accounting system, that allows them to control the costs and be as efficient as possible in their objective of reaching the highest levels of the football competition.

    Academic Area:
    Cost Accounting & Management Control
  8. Clínica Santa Sofía CG1-125

    Felipe Izcaray, the new general manager of the Clínica Santa Sofía in Madrid, a hospital specializing in gynecological and pediatric care, was put in charge of improving management and increasing profitability. Although the company was well-managed in terms of processes, it did not have its objectives clearly defined. Although the company has improved in terms of operational efficiency and cost control, their profits had not gone up. Izcaray decided to hold a meeting with the Board of Directors to present his analysis of hospital management. He proposed making changes in the departmental structure and drawing up a new department-by-department organizational chart, providing 24-hour emergency service and treating customers in a way that their stay is a true pleasure. The conclusions from the meeting were that profitability needed to be increased by attracting high-value customers, comprehensive service needed to be provided in order to achieve cross-sales to the customer, they needed to continue arrangements with the public health system, and to improve the clinic’s reputation. The clinic’s new management committee then got together to draw up a strategic control chart. The committee was made up of managers from different departments who did not totally agree on what the clinic’s strategy should be and who all had different concerns. The managing physician emphasized that although the company was seeking profitability and economic results, they could not spare measures or restrict the use of resources. They needed to avoid giving precedence to profitability above patient health. The head of sales and public relations also mentioned that excellent service is important since word of mouth will get them new customers and positive references could create cross-sales. The nurse mentioned that the employees’ level of satisfaction also needed to be taken into account to achieve a low turnover. Someone else mentioned that they could use referrals from renowned physicians or public figures to gain more customers. When the head of management control brought up reducing costs, the managing physician strongly disagreed and said he would not ask professionals to concern themselves with cross-sales, bed turnover, etc. Izcaray knew that the support of the managing physician was essential. He needed to be sensitive to ideas from all the areas and reorient those that did not fall within the objectives of the company in order to prepare and implement a strategic control chart. The case discussion is centered in the difficulties of balancing profitability with excellent healthcare service.

    Academic Area:
    Cost Accounting & Management Control
  9. El balanced scorecard CG2-010

    This technical note discusses the terminology and basic concepts of the balanced scorecard. Things like the strategic map, perspectives and strategic initiatives are addressed.

    Academic Area:
    Cost Accounting & Management Control
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