You have a plan. You have a budget that supports it. Only one thing is missing: a way to easily view and analyse the cause-and-effect relationships between all the plan elements and the resources that support them. Not having this is a common complaint among senior executives who are responsible for managing and reporting on the execution of corporate strategy.

As corporate sustainability performance management becomes a priority in long-term development, the role of Chief Financial Officer (CFO) is also evolving. In the past, CFOs simply ran the numbers and figures. But as investors, customers and stakeholders desire to connect financial performance to social and environmental impact, CFOs have to expand the scope of their responsibilities.

Here is a quick summary of articles on TRG International blog this week!

According to a study by Hackett Benchmark, companies spend on average 25,000 man days on planning and performance measurement per US$ 1 billion turnover. Another study by KPMG suggests that the budgeting process takes up 20-30% of managers’ and controllers’ time. Moreover, consultants at Horvath & Partner in Germany note that controllers spend at least 50% of their capacities on planning and budgeting. 

According to a study by Hackett Benchmark, companies spend on average 25,000 man days on planning and performance measurement per US$ 1 billion turnover. Another study by KPMG suggests that the budgeting process takes up 20-30% of managers’ and controllers’ time. Moreover, consultants at Horvath & Partner in Germany note that controllers spend at least 50% of their capacities on planning and budgeting. 

During the IFRS adoption, a company will make some simple and straightforward changes, such as adding a few extra accounts in its corporate financial systems so it can collect existing data in a different way. Other changes will be more challenging, requiring the company to change several business processes or, in some cases, redesign all or part of its financial system.

During the IFRS adoption, a company will make some simple and straightforward changes, such as adding a few extra accounts in its corporate financial systems so it can collect existing data in a different way. Other changes will be more challenging, requiring the company to change several business processes or, in some cases, redesign all or part of its financial system.

The statistics are impressive, Retail Pro has been sold, customized and implemented by a highly skilled network of Business Partners across the globe in 18 languages to a staggering 52,000+ retail stores and we are growing. For years, Retail Pro has been the point of sale system of choice for leading retailers worldwide who require handling of sophisticated multi-currency, multi-tax and a multi-language solution.

Welcome back to our weekly recap!

Retail Pro® 9.2 Revision 5 has been released and is now available. This release focuses on addition of new functionality in the area of Customer Loyalty and UPC Reuse, as well as some reworking and enhancement of some existing functionality in serial numbers.