【文档说明】ABC成本财务分析法（英文版）.pptx，共(72)页，444.132 KB，由精品优选上传

转载请保留链接：https://www.ichengzhen.cn/view-261208.html

以下为本文档部分文字说明：

Topic6Activity-BasedCostingMAA703ManagementAccounting1EvolutionofABC⚫Conventionalcostingsystemsuseatwo-stageallocationprocess:1.service

departmentcostsareallocatedtoproductiondepartments.2.productiondepartmentoverheadcostsareallocatedtoproductsusingavolume-basedpredeterminedoverh

eadrate.2Productcostsdon’tmakesense⚫Problem:Theremaybenorelationshipbetweentheoverheadapplicationbaseandthewaythatdifferentproduct

scauseoverheadcosts⚫Theresult:❖High-volumesimpleproductsareover-costedandover-priced❖Low-volumecomplexproductsareunder-costedandunder-priced3

PlantwideOverheadRatesCompanieshavetendedtousedirectlabourastheoverheadapplicationbase.Howeverdirectlabou

risnowarelativelyminorpartoftotalmanufacturingcost.Manytasksthatusedtobedonebyhandarenowdonebyautomatedequip

ment.4Atwostageprocessisnecessarybecausecostsareallocatedtodepartmentsandthentoproducts.FinishingDepartmentShippingDe

partmentPaintingDepartmentDepartmentalOverheadRates5Department1Department2Department3CostpoolsIndirectLa

borIndirectMaterialsOtherOverheadStageOne:CostsassignedtopoolsDepartmentalOverheadRates6Department1Department2Department3CostpoolsStageO

ne:CostsassignedtopoolsProductsStageTwo:CostsappliedtoproductsDepartmentalOverheadRatesIndirectLaborIndirectMaterialsOtherOverh

ead7Department1Department2Department3CostpoolsStageOne:CostsassignedtopoolsProductsStageTwo:CostsappliedtoproductsDirectLabourHoursMachineHoursRawMa

terialsCostDepartmentalAllocationBasesDepartmentalOverheadRatesIndirectLaborIndirectMaterialsOtherOverhead8Co

stDistortionscausedby2-stageallocations⚫Thereisanolinkbetweenthecauseofsupportactivitycostsandthebasisforassigningthesecoststopr

oducts⚫Why?1.Allocationsarebasedonunitorvolumerelatedmeasures.2.Differentproductsconsumedifferentamountsofsupportactivities.9Question

ableprofitmargins⚫Tocompeteinthemarketplace,somecompanieshavehadtocutthepricesofhighvolumepopularitems.⚫ButTheyhavebeenabletoachievehighmark

-upsonlowvolumespecialtyproducts.10Erosionofcompanyprofits⚫Pricecutsproduceincreasedsalesinunitsbutdecreasedtotalrevenue⚫Highmark-u

psonspecialtyproductsdidn’toffsetthefallinprofitmarginsofhighvolumeproducts11Causesofproblems⚫Increasedproductdiversity⚫changingcoststructures⚫useofv

olume-basedcostdriversHaveresultedin:distortedproductcosts12Solution:ActivityBasedCosting⚫ABCusescostdriversthatdirectlylinkactivitiesperfor

medtoproductsmade.⚫costdriversareselectedwhichmeasuretheaveragedemandplacedoneachactivitybyeachproduct.⚫activitycostpoolsareassig

nedtoproductsinproportiontothewaythattheyconsumeeachactivity.13Solution:ActivityBasedCosting⚫ACTIVITIESCONSUMERESOURCES⚫PRODUCTSCONSUMEACTIVITI

ES⚫Activitiesareusedtolinkresourcecoststoproducts14ActivityBasedCosting(ABC)Theobjectiveofactivity-basedcostingistounders

tandthecausesofoverheadcostsandtoidentifytherealprofitabilityofproductsandcustomers.ABCisagoodsupplementtoourtrad

itionalcostsystemIagree!15Overheadratesmaybebasedonactivityatcapacity.ActivityBasedCosting(ABC)Activity-BasedCostingBothmanufactur

ingandnonmanufacturingcostsmaybeassignedtoproducts.Somemanufacturingcostsmaybeexcludedfromproductcosts.Thereareanumberofcostpo

ols,eachofwhichisallocatedusingauniquemeasureofactivity.Allocationbasesoftendifferfromtraditionalcostingsyst

ems.16HowCostsareTreatedUnderActivity-BasedCostingOverheadAllocationPlantwideOverheadRateDepartmentalOverhea

dRatesActivityBasedCosting17Activity-basedcosting⚫isawayofmeasuringboththecostofcostobjectsandtheperformanceofactivities⚫canhelpsolveproblemssuch

as❖distortedproductcosts❖poorcostcontrol⚫theformofABCadopteddependsontheproblemsthatneedtobeaddressed18DesigninganABCSystemCostObjects(

e.g.,productsandcustomers)ActivitiesConsumptionofResourcesCost1920IdentifyingandDefiningActivitiesAnACTIVITYis

apartoftheproductionprocessforwhichmanagementwantsaseparatereportingofcosts.Unit-LevelActivitiesBatch-LevelActivitiesProduct-susta

iningActivitiesFacility-sustainingActivities21OutputUnit-LevelCosts...–areresourcessacrificedonactivitiesperformedoneachindividualunitofproduc

torservicee.g.EnergyusedbymachinesMachinedepreciationorrepairsTheKeyQuestion:Doestheamountoftheactivitycostpoolincreasewiththenumberofunits

produced?22Batch-LevelCosts...–areresourcessacrificedonactivitiesthatarerelatedtoabatchofunitsrathertha

ntoeachindividualunitofproductorservice.Set-upactivitycostsmaybedrivenbyset-uphours.Thiswilldependonthenumberset-upscarr

iedouti.e.onthenumberofbatchesproducedandthetimeeachset-uptakes.23Product-Sustaining...–(orservice-sustaining)costsa

reresourcessacrificedonactivitiesundertakentosupportindividualproductsorservices.Designcostsmaybedrivenbyt

hetimespentbyengineersdesigningtheproductitselfandplanninghowitwillbemade.24Facility-SustainingCosts...–arere

sourcessacrificedonactivitiesthatcannotbetracedtoindividualproductsorservicesbutwhichsupporttheorganizationasawhole.⚫Generaladministration❖rent

❖buildingsecurity❖CEO’ssalary25DifferentformsofABC⚫Simpleapproach-includesmanufacturingoverheadonly⚫ABCsystemforallindirectcosts-in

cludesmanufacturingandnon-manufacturingcosts⚫Comprehensivesystem-includesallproduct-relatedcosts,exceptdirectmaterial26TheM

echanicsofABCClassicBrassLtdmakesfinelymachinedbrassfittingsforavarietyofapplications.Forthiscompany,theultimatecostobjectsare:Pro

ducts,Customerorders,andCustomers.Oneoverheadcost-shipping-canbetraceddirectlytocustomerorders.Thecompany’sactivitycostpoolsareshownonthenextslide

.27Step1:IdentifyandDefineActivitiesandActivityCostPoolsAtClassicBrass,theABCteam,selectedthefollowin

gactivitycostpoolsandactivitymeasures:ActivityCostPoolActivityMeasureCustomerordersNumberofcustomerordersPro

ductdesignNo.ofproductsdesignedOrdersizeMachine-hoursCustomerrelationsNumberofactivecustomersOther(notassigned

toproducts)ActivityCostPoolsatClassicBrass28Step1:IdentifyandDefineActivitiesandActivityCostPools⚫CustomerOrders-assignedallcosts

ofresourcesthatareconsumedbytakingandprocessingcustomerorders.⚫ProductDesigns-assignedallcostsofresourcesconsumedbydesigningproducts.⚫Orde

rSize-assignedallcostsofresourcesconsumedasaconsequenceofthenumberofunitsproduced.⚫CustomerRelations–assignedallcostsassociatedwithmainta

iningrelationswithcustomers.⚫Other–assignedalloverheadcoststhatarenotassociatedwiththeothercostpools.29Productio

nDepartmentIndirectfactorywages500,000$Factoryequipmentdepreciation300,000Factoryutilities120,000Factorybuildinglease80,0001,000,000$Shippingcostst

racedtocustomerorders40,000GeneralAdministrativeDepartmentAdministrativewagesandsalaries400,000Offic

eequipmentdepreciation50,000Administrativebuildinglease60,000510,000MarketingDepartmentMarketingwagesan

dsalaries250,000Sellingexpenses50,000300,000Totaloverheadcosts1,850,000$OverheadCostsatClassicBrass(ManufacturingandNonManufacturing

)Step2:WheneverPossible,DirectlyTraceOverheadCoststoActivitiesandCostObjects30Step3:AssignCoststoActivityCostPoolsCustomerOrdersProductDesignOrde

rSizeCustomerRelationsOtherTotalProductionDepartmentIndirectfactorywages25%40%20%10%5%100%Factoryequipm

entdepreciation20%0%60%0%20%100%Factoryutilities0%10%50%0%40%100%Factorybuildinglease0%0%0%0%100%100%Shippingcosts**Ge

neralAdministrativeDepartmentAdministrativewagesandsalaries15%5%10%30%40%100%Officeequipmentdepreciation30%0%0%25%45%100%Administrativebuild

inglease0%0%0%0%100%100%MarketingDepartmentMarketingwagesandsalaries20%10%0%60%10%100%Sellingexpenses10%0%0%70%20%100%ActivityCostPoolsAtClassicBras

sthefollowingdistributionofresourceconsumptionacrossactivitycostpoolsisdetermined.**Notincludedbecausetheyaredirectl

ytracedtocustomerorders.31CustomerOrdersProductDesignOrderSizeCustomerRelationsOtherTotalProductionD

epartmentIndirectfactorywages125,000$FactoryequipmentdepreciationFactoryutilitiesFactorybuildingleaseGeneralAdminis

trativeDepartmentAdministrativewagesandsalariesOfficeequipmentdepreciationAdministrativebuildingleaseMarketingDepartm

entMarketingwagesandsalariesSellingexpensesTotalActivityCostPoolsIndirectfactorywages$500,000Percentconsumedbycustomerorders25%$125,

000Step3:AssignCoststoActivityCostPoolsProductionDepartmentIndirectfactorywages500,000$Factoryequipmentdepreciation300,000Factoryutilities120,0

00Factorybuildinglease80,0001,000,000$Shippingcoststracedtocustomerorders40,000GeneralAdministrativeDepartmentAdmi

nistrativewagesandsalaries400,000Officeequipmentdepreciation50,000Administrativebuildinglease60,000510,000MarketingDepartmentMarketingwages

andsalaries250,000Sellingexpenses50,000300,000Totaloverheadcosts1,850,000$OverheadCostsatClassicBrass(ManufacturingandNonManufacturing)32C

ustomerOrdersProductDesignOrderSizeCustomerRelationsOtherTotalProductionDepartmentIndirectfactorywages125,00

0$Factoryequipmentdepreciation60,000FactoryutilitiesFactorybuildingleaseGeneralAdministrativeDepartmentAdministrativewagesandsalariesO

fficeequipmentdepreciationAdministrativebuildingleaseMarketingDepartmentMarketingwagesandsalariesSellingexpensesTotalActivityCostPoolsProductionDepa

rtmentIndirectfactorywages500,000$Factoryequipmentdepreciation300,000Factoryutilities120,000Factorybuildinglease80,0001,000,000$Sh

ippingcoststracedtocustomerorders40,000GeneralAdministrativeDepartmentAdministrativewagesandsalaries400,000Officeequipmentdeprecia

tion50,000Administrativebuildinglease60,000510,000MarketingDepartmentMarketingwagesandsalaries250,000Sellingexpenses50,000300,000Totalove

rheadcosts1,850,000$OverheadCostsatClassicBrass(ManufacturingandNonManufacturing)Factoryequipmentdepreciation$300,000Percentc

onsumedbycustomerorders20%$60,000Step3:AssignCoststoActivityCostPools33CustomerOrdersProductDesignOrderSizeCustomerRelationsOtherTotalProducti

onDepartmentIndirectfactorywages125,000$200,000$100,000$50,000$25,000$500,000$Factoryequipmentdepreci

ation60,000-180,000-60,000300,000Factoryutilities-12,00060,000-48,000120,000Factorybuildinglease----80,00080,000GeneralAdministrati

veDepartmentAdministrativewagesandsalaries60,00020,00040,000120,000160,000400,000Officeequipmentdepreciation15,000--12,500

22,50050,000Administrativebuildinglease----60,00060,000MarketingDepartmentMarketingwagesandsalaries50,00025,000-150,00025,000250,000Sellingexpenses5,

000--35,00010,00050,000Total315,000$257,000$380,000$367,500$490,500$1,810,000$ActivityCostPoolsStep3:AssignCoststoAc

tivityCostPools34Step4:CalculateActivityRatesDirectMaterialsDirectLaborShippingCostsOverheadCostsTracedTracedTracedCostObjects:Produ

cts,CustomerOrders,Customers35Step4:CalculateActivityRatesDirectMaterialsDirectLaborShippingCostsOrderSizeCust

omerOrdersProductDesignCustomerRelationsOtherOverheadCostsCostObjects:Products,CustomerOrders,CustomersFi

rst-StageAllocation36Step4:CalculateActivityRatesDirectMaterialsDirectLaborShippingCostsCostObjects:Product

s,CustomerOrders,CustomersOrderSizeCustomerOrdersProductDesignCustomerRelationsOtherOverheadCostsFirst-StageAllocationSecond-StageAllocation

s$/MH$/Order$/Design$/CustomerUnallocated37Step4:CalculateActivityRatesTheABCteamestimatesthatClassicBrasswillhavethefollowingtotalacti

vitiesforeachactivitycostpool...❖1,000customerorders,❖200newdesigns,❖20,000machine-hours❖100customers.Nowthete

amcancomputetheindividualactivityratesbydividingthetotalcostforeachactivitybythetotalactivitylevels38Step4:CalculateActivityRatesAfterth

efirst-stageallocationiscomplete,computationofactivityratesforeachactivitycostpoolcanbedoneasfollows:ComputationoftheActivityRatesCustomerOrd

ersProductDesignOrderSizeCustomerRelationsOtherCostsfromfirst-stageallocation315,000$257,000$380,000$367,500$490

,500$Totalactivity1,00020020,000100N/ACostperunitofactivity315$1,285$19$3,675$perorderperdesignperMHpercust.perMHpercustomer.÷÷÷÷39S

tep5:AssignCoststoCostObjectsLet’stakealookathowoursystemworksforjustonecustomer–WindwardYachts.StandardStanchions(nodesignrequired)1.400unitsor

deredwith2separateorders.2.Eachstanchionrequired0.5machine-hours.3.Sellingpriceis$34each.4.Directmaterialstotal$2,110.5.Directl

abortotals$1,850.6.Shippingcoststotal$180.CustomCompassHousing(requiresnewdesign)1.Oneorderduringtheyear.2.Eachhousingrequired4machine-hou

rs.3.Sellingpriceis$650each.4.Directmaterialstotal$13.5.Directlabortotals$50.6.Shippingcoststotal$25.40Step5:A

ssignCoststoCostObjects(a)(b)(a)(b)ActivityCostPoolsActivityRateActivityABCCostCustomerorders315$2630$Productdesign1,2850

-Ordersize192003,800Customerrelations3,675N/AOverheadCostfortheStandardStanchions(a)(b)(a)(b)ActivityCostPoolsActivityRateActivityABCCos

tCustomerorders315$1315$Productdesign1,28511,285Ordersize19476Customerrelations3,675N/AOverheadCostfortheCustomHousingThecustomer-levelc

ostisassignedtocustomersdirectly;itisnotassignedtoproducts.41Step6:PrepareManagementReportsStandardStanchionsSales13,600$Cost:Di

rectmaterials2,110$Directlabor1,850Shippingcosts180Customerorders630Productdesign-Ordersize3,8008,570Product

margin5,030$42Step6:PrepareManagementReportsCustomCompassHousingSales650$Cost:Directmaterials13$Directlabor50Shippingcosts25Custome

rorders315Productdesign1,285Ordersize761,764Productmargin(1,114)$43WindwardYachtsProductmargins:Standardstanchion5,030$Customcompasshousing(1,1

14)Totalproductmargin3,916Less:Customerrelations3,675Customermargin241$Step6:PrepareManagementReportsCustomerPro

fitabilityAnalysis44ProductMarginsStandardStanchionsCompassHousingSales13,600$650$CostsDirectmaterial

s(2,110)(13)Directlabor(1,850)(50)Manufacturingoverhead(10,000)(200)Productmargin(360)$387$TraditionalCostAccountingSystem(MH=machinehour)Predeterm

inedmanufacturingoverheadrate$1,000,00020,000MH=$50/MH=400unitsx0.5MH/unitx$50/MH=$10,00045DifferencesBe

tweenABCandTraditionalProductCostingABCwillordinarilyshiftoverheadcostsfromhigh-volumeproductsproducedinlargebatchestolow-volumeproductsproducedin

smallbatches.UnderABCbothmanufacturingandnonmanufacturingcostsmaybeassignedtoproducts.Organization-sustainingcostsandthecostsofidlecapacityar

enotassignedtoproducts.46Activity-basedversusconventionalproductcosts⚫Conventionalcostingassumesproductcostsaredrivenbyvolume-basedcostdrivers⚫Conven

tionalcostingignoresbatchsize-unitsproducedinlargebatchesconsumearelativelylowamountperunitofbatchcos

ts⚫ABCcanincludenon-manufacturingcosts47ABCbenefitswillbegreatestwhere...⚫Overheadcostsareasignificantproportionoftotalcost,andalargepartof

overheadisnotdirectlyrelatedtoproductionvolume⚫Thebusinesshasadiverseproductrange,andtheindividualproducts’useofsupportresourcesdiffe

rsfromtheiruseofvolume-basedcostdrivers48ABCbenefitswillbegreatestwhere...⚫Productionactivityinvolvesdiversebatc

hsizesandproductcomplexity.⚫Therearelikelytobehigh‘costs’associatedwithmakinginappropriatedecisions,basedoninaccurateproductcosts.⚫Thecostofdes

igning,implementingandmaintaininganABCsystemisrelativelylowduetosophisticatedITsupport49ImpedimentstointroducingABC⚫LackofawarenessofABC⚫Uncertaintya

boutthepotentialbenefitsfromABC⚫Firmsunderstandtheneedforchangebutareconcernedabouttheextensiveresourcerequirementstoimpleme

ntABC⚫Resistancetochangeamongmanagersandemployees❖ReadingbyBoothandGiacobbe50Otheractivity-basedcostingissues⚫Source

sofvariationsintypesofABCincludewhether❖actual(past)orbudgetedcostsareanalysed❖theimplementationisaone-offprojectoranon-goingsystem❖costobjects,

otherthanproducts,areincluded51Otheractivity-basedcostingissues⚫Implicationsofexcesscapacity❖ABCestimatesthecostofresourcesused

toperformactivitiestoproduceandsellproducts,whichmaynotalwaysequalthecostofresourcessupplied❖needtoaccountforthecosts

ofunusedcapacitywhenbudgetedcostshavebeenusedtogenerateactivity-basedproductcosts52Otheractivity-basedcostingissues⚫Behaviourali

ssues❖changecanbeperceivedasthreateningABCmayrequirechangesindatacollectedandcollectionandanalysisprocedures❖‘bottom-up’chan

gemanagementmaygivesomedegreeofownershipofanychangescausedbyABC❖managementmustbeseenascommittedtothechangeprocess53Li

mitationsofactivity-basedcosting⚫Ifahighleveloffacility-levelcostsareallocatedtoproducts,thiscanleadtoanarbitraryelementofproduc

tcost⚫Unitisedbatch,productandfacility-levelcostscanleadtoproductcoststhatareoflimitedusefordecisionmaking⚫T

hecostofupdatinganABCsystemcanbeveryhigh,butthisisneededtoavoidproducingoutdated,irrelevantinformation54Activity-base

dcostinginserviceorganisations⚫ABCcanbedifficulttoimplementinservicefirms,because❖highlevelsoffacilitycostscauseproblemswithcostingservices❖ind

ividualactivitiesaredifficulttoidentifybecausetheyarenon-repetitive❖anon-repetitiveproductionenvironmentmakesitdifficulttoidentifyservi

ceoutputs55Activity-basedmanagement(ABM)⚫Processofusinginformationfromactivity-basedcostingtoanalyseactivities,costdriversandp

erformancesothatcustomervalueandprofitabilityareimproved⚫Customervalue❖thefeaturesofaproductwhichcustomersarewillingtopay

56UsingABMtoreducecosts⚫Identifythemajoropportunitiesforcostreduction⚫Determinetherealcausesofthesec

osts⚫Developaprogramtoeliminatethecauses,and,therefore,thecosts⚫Introduceperformancemeasurestomonitortheeffectivenessofcostred

uctionefforts57Identifyingthemajoropportunitiesforcostreduction⚫Value-addedactivities❖essentialtothe

customer,orbusiness⚫Non-value-addedactivities❖canbeeliminatedwithoutdetrimenttoeitherthecustomersorthebusiness58Value-AddedCosts⚫Avalue-a

ddedcostisacostthatcustomersperceiveasaddingvalue,orutility,toaproductorservicee.g.foracomputer:–Adequatememo

ry–Pre-loadedsoftware–Reliability–Easy-to-usekeyboards59Non-value-addedcosts⚫Anon-value-addedcostisacostthatcust

omersdonotperceiveasaddingvalue,orutility,toaproductorservice.vCostofexpeditingvReworkvRepairvMaterialinspectionvId

letime60Activity-BasedManagement⚫ABMcanbeusedforlProductpricingandmixdecisionslCostreductionandprocessimprovementdecisionslDesigndecisions61Prod

uctPricingandMixDecisions⚫ABCgivesmanagementinsightintothecoststructuresformakingandsellingadiverserangeofprodu

cts.⚫Itprovidesmoreaccurateproductcostinformationandmoredetailedinformationoncostsofactivitiesandthedriversofthosecosts.62Cos

tReductionandProcessImprovementDecisions⚫ManufacturinganddistributionpersonneluseABCsystemstofocusoncostreductionefforts.⚫Managerssetcost-red

uctiontargetsintermsofreducingthecostperunitofthecost-allocationbase.63DesignDecisions⚫Managementcanidentifyandevaluatenewdesignstoi

mproveperformancebyevaluatinghowproductandprocessdesignsaffectactivitiesandcosts.⚫Companiescanworkwiththeircus

tomerstoevaluatethecostsandpricesofalternativedesignchoices.64Just-In-TimeProductionSystems⚫Just-in-time

(JIT)productionsystemstakea“demandpull”approachinwhichgoodsareonlymanufacturedwhenneededtosatisfycustomerorders.⚫Dem

andtriggerseachstepoftheproductionprocess,startingwithcustomerdemandforafinishedproductattheendoftheprocess,tothedemandfordirect

materialsatthebeginningoftheprocess.65MajorFeaturesofaJITSystem⚫ThefivemajorfeaturesofaJITsystemare:lOrganizingproductioninma

nufacturingcellslHiringandretainingmulti-skilledworkerslEmphasizingtotalqualitymanagementlReducingmanufacturingleadtimeandsetuptim

elBuildingstrongsupplierrelationships66KeyfeaturesofJITproduction1.A‘pull’methodofco-ordinatingproductionwhichuses

kanbans.‘Kanban’istheJapanesetermforcardorvisiblerecord.Nothingismanufacturedatanystageuntilitsneedissignalledfromthesu

bsequentstage,viaakanban.2.Simplifiedproductionprocesses.Non-value-addedactivitiesareidentifiedandremov

ed.67KeyfeaturesofJITproduction3.Purchaseofmaterials,andmanufactureofsub-assembliesandproductsinsmalllotsBatchsizestendtobesmallandinvent

orylevelsarelow.4.Quickandinexpensivesetupsofproductionmachinery.Toproduceinsmallbatchessetuptimesmustbereduced.68KeyfeaturesofJITprod

uction5.High-qualitylevelsforrawmaterials,componentsandfinishedproducts6.Effectivepreventativemaintenanceof

equipment7.FlexibleworkteamsManyfirmshavemovedfromrigidassemblylinestowardswork-basedteammadeupofmulti-s

killedemployees.69CostsofJIT⚫Substantialinvestmentisneededtochangetheproductionfacilitiessoastominimisenon-value-addedactivities⚫Anincreasei

ntheriskofinventoryshortagesandtheassociatedlossofproductionandsales.❖Astrikeatthefactoryofasuppliercancauseatotalshutdo

wnofproduction.❖In2001a14daystrikebyemployeesatasupplierofsteeringpartscostHoldenanestimated$20Maday.70BenefitsofJIT⚫Savingsininventory-carry

ingcosts⚫Lowerinsurancecosts⚫Fewerlossesduetospoilage,obsolescenceandtheft⚫Noopportunitycostsofhighinventory⚫Eliminationofnon-value-addedactivities⚫M

eetscustomersneedsmoreeffectively71ENDOFTOPIC672