Roles and Activities of Controller and Treasurer

• • values
  • mission
  • goals
  • vision

  A) mission

  B) vision

  C) goals

  D) values

  
• treasurer

  • provision of capital
  • investor relation
  • short-term financing
  • banking and custody
  • credits and collection
  • investments
  • insurance
• controller

  • planning and control
  • reporting and interpreting
  • evaluating and consulting
  • tax administration
  • government reporting
  • protection of assets
  • economic appraisal
• line position

  • in a company are those that have the responsibility and authority for achieving the major goals of the corporation. typically, these goals are targets for revenues and profits.
  • these employees are those directly involved in the daily operations of a business by selling or producing a product or service
• staff position - in most companies is to provide assistance and specialized advice and expertise to colleagues in line positions
• five stages of the process

  • clarify your vision
  • gather and analyze information
  • formulate a strategy
  • implement your strategy
  • evaluate and control
• • mission defines the company's business, its objectives and its approach to reach those objectives
  • vision describes the desired future position of the company
• michael porter's three generic strategies

  • the cost leadership strategy
  • the differentiation strategy
  • the focus strategy
• the cost leadership strategy - increasing profits by reducing costs, while charging industry-average prices
• the differentiation strategy - differentiation involves making your products or services different from and more attractive than those of your competitors
• the focus strategy - concentrate on particular niche markets and by understanding the dynamics of the market and the unique of customers
• michael porter's 5 competitive forces

  • competition in the industry
  • potential of new entrants into an industry
  • power of suppliers
  • power of customers
  • threat of substitute
• competition in the industry - the number of competitors and their ability to offer goods or services at a lower price than the company
• potential of new entrants into an industry - the less time and money it cost for a competitor to enter a company's market and be an effective competitor, the more an established company's position could be significantly weakened
• power of suppliers - it is affected by the number of suppliers of key inputs of a good or service, how unique these inputs are, and how must it would cost a company to switch to another supplier
• power of customer - it is affected by how many buyers or customers a company has, how significant each customer is and how would it cost a company to find new customers or markets for its output
• threat of substitute - can be used in place of a company's products or services pose a threat
• the boston consulting group (BCG) - growth-share matrix is a planning tool that uses graphical representation of a company's products and services in a effort to help the company decide what is should keep, sell, or invest more in
• 4 quadrants of BCG

  • dogs
  • cash cows
  • stars
  • question marks
• dogs

  • low market share and is at a low rate of growth
  • don't generate much cash for the company since they have low market share and little to no growth
• cash cows

  • low growth but large market share
• stars

  • high growth markets
• question marks

  • high growth rate markets
  • they typically grow fast but consume large amounts of company resources