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As the corporate development team of the Australian-Philippines Bank Inc., (APH Bank Inc.) you haverecently decided to revamp the business model in the Philippines to include a shared service centre f
As the corporate development team of the Australian-Philippines Bank Inc., (APH Bank Inc.) you haverecently decided to revamp the business model in the Philippines to include a shared service centre forthe Asia Pacific & Middle East Region and a professional services firm (investment consulting). This is adivergence from the typical retail/corporate banking model.It now has the following businesses;• Retail/corporate banking• Asia Pacific & Middle East shared service centre• APB Investment Consultantsa) Considering the OLD MODEL of the Retail/corporate banking business unit, classify the costslisted underneath using the Value Chain classifications discussed in previous classes;I. Research and DevelopmentII. DesignIII. Production/deliveryIV. MarketingV. Customer supportCosts:I. Salaries of the tellers in the banking hall who process the deposits and withdrawalsII. Salaries of managers who develop new services (NEW MODEL)III. Cost of the IT equipment used by tellersIV. Cost of the mainframe computers that process all deposits and withdrawalsV. Salaries of staff who deal with customer complaintsVI. Cost of operating the automatic teller machines (ATMs)VII. Cost of placing advertisement in the local newspapersVIII. Salaries of the technicians who service the ATMsIX. Salaries of the head office team that is monitoring trends in the Banking industry.
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the ******** ************ *** *** ********* to ********** *** ***** ***** ********** ** *** ********* ************ The efficient ************ **** have all *** ***** ***** ********* ** business *** *** ****** ************** ** ***** ***** ******************* Production/deliveryMarketing ** *** ****** ******* by ***** *********** and groups obtain **** **** **** ******* ******** and ********** products *** value **** ****** ** ***** ********* ** *** ********* ********* ** ********* ********* ** *** process **** ********** anticipates and satisfies the ******** ************ profitability Sales ******* all *** ******** ******* ** goods ** ******** ** the customers ** return of ***** ** *** ******************** delivery *** ** classified ** are ***** ********** associated **** ******* ****** ** purchase the ******* ********* ******* ********* *********** ******* This ** the decision ******* ***** *** ****** *** **** elements ******* ** ********* *** ***** activities It **** *********** production ********* ********* ********** operations ** *********** *** marketing *** ***** ********** with *** production ************** ************* *** ** ********** ** ********* *** ***** ***** by ********* *** *** *********** products ** ***** ** ******** *** ***** ** *** ************** ******** *********** *** ** ********** into ******* activities that ******** *** ******* *** product's value ***** ********** *** ** ***** in ********** a competitive advantage Value ***** activities *** not ******** from *** ******* ****** *** ***** chain ******** often ******* the **** ** *********** ** ***** **** ******** *** exist ******* ******* ********** *** **** ******* ******* *** support *********************************** ******** ** the ******* ** *** ******* **** who ******* the ******** and ***************** ***** ***** **** ************** ***** *** ** ******* into *** business ********* ** general ********** ******* *** accounting ******* management *** general ********** *** **** *** ** **** ** reduce cost in *** ******** *** consequently ***** a **** ********* ** ******* **** as **** * ****** change ************** reduces ************* ***** *** ******** *********** so **** *** ******* ***** **** *** reduced ******* such ************ the **** *** *** ********* ** develop * *********** advantage II ******** ** ******** *** ******* *** services (NEW ************ can ** classified **** ***** resource ********** Since salary for ******** *** **** ********* a *** service ****** be **** **** ***** ******* *** *** ****************** **** ** *** ** equipment used ** *********** ** *** ** equipment *** be ********** into operational ************ because ********** ** ******** to **** ****** ** ***** ***** ******** ******** changes in ********** *** impact *********** advantage by ************* ******** the ********** ********** ** by ****** ******** *** ************** ** the ***** chain IV **** ** the ********* ********* that ******* all ******** *** ***************** *** be ********** **** ******* ************ ***** *** ********* ******** **** ** **** ** ***** *** customers V ******** of staff who **** with ******** **************** *** ** categorized ** ******* ************** Cost ** ********* *** automatic ****** machines ********* **** of ********* *** ********* ****** ******* **** fall ***** operational technologies VII Cost ** ******* ************* ** the ***** **************** can ** classified ** ***** and marketing ********** ***** by *********** the ****************** **** have a **** ***** ** ****** ***** ********** *** ************* ******** ** *** *********** *** ******* *** ******** *** ** categorized ** ******* ************ ******** of *** **** ****** **** **** is ********** trends in *** ******* ************** falls ***** *** ******** ** inbound ******** **************** *** banks retail/corporate ******* ******** is one of the *** ** ******* ********* cost ******** with *** *** ***** *** ** ********** ****** ***** **************** ******* ******** *** ****** * **** ********* ****** ** reducing the cost ** ********** value ***** ********** ** ** reconfiguring *** value ********* the ***** chain is ******* * **** ******** *** be performed ** ********* ***** ** *** ***** chain activities The costs obtained **** *** ********** ****** *** **** ** ** modified in order to ******** them properly ** *** ***** creating ************* ***** **************** ******* ******** may ******* a **** ********* ** *********** these ******* better **** ** *** *********** * **** advantage **** *** be ******* ** ************* *** ***** ***** *************** ***** ********** ******* **** a *** ********** ******* *** ************ ******** ** a different ***** ******** For ******* *** ***** **************** ******* business ************ ********* express ******* ******* ** ********* its *** planes and ************ * *** and ***** *********** activities ********** ********* ** ******* ********** Capacity ************* ******** ***** activitiese) ****************** among business ******* ****** ** vertical ************* ****** ** ****** entryh) Firm's ****** ** **** ** differentiationi) ********** ********** ************* ******* *********** union ******** ********* ***** **** **** ********* *** ************* ******** **** ** ** **** ** the Asia ******* *********** **** ****** ******* ****** business unit The ************* overhead rate *** ******* hours is calculated ** ******** the ********* manufacturing ******** cost total ** the estimated ****** ** ******* ***** **** ******* ****** to the ************* ******** ******* **** ******** ***** ** based ** estimations ****** **** *** actual cost The ************* ***** ** *********** ** indirect costs manufacturing ******** ***** are ******** **** ****** from *** ************* ** *** **************** ******** ***** ***** *** only ******** because ** production and they ******* ***** **** ** ********* *** building ************ ******** *********** ******* utilities *** factory ************* formula ** ************* ******** **** ** ******* as ********************* ******** **** * Estimated ************* ******** cost ******* by *** ********* total units ** *** ********** ***************** cost ** ******** ** ********** the the ********* total ***** ** *** allocation **** ** **************** ******** rate * ************ 13063 *********** Calculate *** **** ** *** three **** undertakenWhen *********** the **** **** ** a ******* ** ******* * ******* ***** allocates *** direct ******** *** labor ***** *** ****** ******** ** * ******** ***** ******** ***** are those that *** business ****** ******** ********* ** ********** ***** but **** still ******* in ******* costs to ********** ******* a ********** ******* ***** ** cost *********** ****** **** *** **** **** of ********* ***** ***** ******* ******** **** ************ an absorption rate ** apply ** overhead ***** ****** the accounting ****** ** the *** ** *** period they compare ****** ***** to absorbed costs *** **** ** ********** for the ************* ***** ****** direct ****** ***** **** be given *** ** * 20 + ** * *** + *** * ** + 15 * ** * 20 = 508The **** ** the ***** **** ********** **** ** ************* ******** rate * *** ***** direct ****** ****** ***** * 508 = $ ************* How ***** Australian-Philippines **** Inc **** **** **** *** **** **************** ****** **** *** ******* of predetermined ******** **** ** ******** ***** ** ********* The ******** applied to ******** ** job orders ***** therefore ** ********* **** *** ****** ******** ******** ** **** ** products This difference ** ********** ** the *** of *** ****** and **** information **** **** Australian-Philippines **** Inc on *** ** go ***** *** estimates f) *** ***** *** **** ******* approach ****** ** *** **** **** * ******* ****** **** * costing ************ approach **** differ ** **** * way **** ***** will ** ** ********* **** and hence the ********* **** be ***********
