Lilith Enterprise can be fully applied to management control, in the widest sense of the words.

Hence, complex applications such as Tableau de Bord, Activity Based Costing (EVA [TM]) and
Balanced Scorecards are included in the definition of management control.
Besides the classic analysis of cost variance and business performance indicators, there are some special applications:

• Tableau de Bord
  Hicare has developed Tableau de Bord for executive management of manufacturing companies
  and banking institutes. To be truly efficient, a Tableau de Bord must reflect the entire set of indicators,
  key variables and comparison values that characterize the organization. It follows that there can be
  no vertical application to build a Tableau de Bord, and users require a tailor-made development
  environment to allow its rapid construction and implementation.
• Activity Based Costing
  Lilith Enterprise provides an optimal environment to develop control models based on ABC
  or EVA [TM] logic.
  The advantage comes from the existence of product functions expressly designed to deal with rollover costs and hierarchical prerogatives.
  Lilith Enterprise allows users to develop 4th-generation ABC models with the value activity analysis
  in line with the Porter Value Chain.
• Value Analysis
  Value-added analysis is one of the classic models implemented by the Lilith platform.
  The natural aim of a value-added analysis model is the value tree, which can be built according to different logics: SBU (Strategic Business Units), KPIs (Key Performance Indicators), Customer/Channel/Market, etc.
  The natural aim of a Value added analysis model is the value tree, which can be built according to different logics: by SBU (Strategic Business Units), by KPI (Key Performance Indicator), by Client/Channel/Market...
• Balanced Scorecard
  The adoption of key performance indicators (KPIs) and the use of the Balanced Scorecard are attempts to focus the management on following a form of business control geared to maintaining strategic guidelines.
  The strategic vision must be comprehensible and communicated throughout the organization, which
  - in turn - must clearly understand it.