Controlling

A company as a whole, as well as its individual profit centers, should generate value. But how can this value actually be measured? How do individual strategies and measures, as well as traditional operational metrics, contribute to increasing the company's value? This book is strongly oriented towards the practical work of controllers, who coordinate management processes at the interface with all decision-makers. It conveys the principles, methods, and tools primarily of operational controlling within the framework of return-oriented corporate management. The implementation takes place in a controlling cockpit developed and applied in practice, which clearly presents the most important operational control metrics for managing companies and profit centers. The detailed case studies from practice in the second part cover a representative cross-section of business decisions. By combining decades of industry experience with knowledge transfer at universities and in training and further education, this book serves as a valuable working tool and reference for decision-makers in practice (management, divisional management, department and cost center management) as well as for students and career starters.

Table of Contents:
Chapter 1: Asset Growth and Capital Return
Chapter 2: Systems and Data of Accounting
Chapter 3: Prerequisites for Controlling-Relevant Data and Data Structures
Chapter 4: From Financial Reporting to Controlling Cockpit
Chapter 5: Methods for Decision-Making and Control in the Company
Chapter 6: Techniques for Optimal Use of Data and Information
Chapter 7: Special Topics
Chapter 8: Case Studies
Appendix: Dictionary German, French, Italian, English
Glossary.