Chapter10Strategicmanagementaccounting:PerformanceevaluationandpricinginacompetitiveenvironmentManagementAccountingforDecisionMakersTenthEdition
LEARNINGOUTCOMESYoushouldbeableto:Discusstheroleofnon-financialmeasuresofperformanceinmanagementaccountinganddescribehowthebalancedscorecardattemptstointegratebothfinancialandnon-financialmeasuresDiscussthenatureofstrategicmanagementaccountinganddescribeitsroleinprovidinginformationaboutcompetitorsandcustomersExplaintheterm‘shareholdervalue’anddescribetheroleofEVA?inmeasuringanddeliveringshareholdervalue
LEARNINGOUTCOMES(Continued)Youshouldalsobeableto:Explainthetheoreticalunderpinningofpricingdecisionsanddiscussthepracticalissuesinvolvedindetermininganappropriatesellingpricefortheoutputofabusiness
ThestrategicplanningframeworkStep1Step2Step3Step4Step5Establishmission,visionandobjectivesUndertakeapositionanalysisIdentifyandassessthestrategicoptionsSelectstrategicoptionsandformulateplansPerformreviewandcontrol
StrategicmanagementaccountingTosupportthestrategicplanningprocess,managementaccountingmustbecomemoreconcernedwith:TheexternalenvironmentDevelopingmethodstohelpoutperformcompetitorsMonitoringandsuccessfullyimplementingbusinessstrategies
CompetitorprofilingCompetitorarrayCompetitoranalysis
Figure10.1FrameworkforcompetitoranalysisResourcesandcapabilitiesHowseriousisthethreat?AssumptionsWhatisthecompetitor’sviewoftheworld?StrategiesHowwillitgetthere?MissionandobjectivesWhereisthecompetitorgoing?Thecompetitor’slikely
actions
Customer-relatedcostsOrderhandlingVisitingcustomerDelivering
tocustomerHoldinginventoriesforcustomerGrantingcreditAfter-salessupportFigure10.2Customer-relatedcosts
AnalysingcustomerprofitabilityCustomerAplcBplcCplc%%%Grossprofit100.0100.0100.0Generalsellingandadministrativecosts5